Downloaded 14 times
![avid sports enthusiasts as well as more ca-
sual fans such as moms who want to in-
clude Reese’s products into creative experi-
ences with their families through recipes,
crafts, party planning and snack options.
“‘Reese’s Playoff Pandemonium’ has
something to offer both of these consum-
ers by communicating to them in the places
where we know they’re already engaged –
in-store, online and social channels,” says
Eric Snyder, consumer promotions man-
ager for Hershey. “We’re able to provide
them with useful, entertaining information
and also reward them for their engagement
with the coupon and bonus snacking and
recipe ideas.”
Out-of-store drivers for the campaign in-
cluded digital media, videos on social and
mobile, e-newsletters, the GoReeses.com
promotional site, and the mobile texting
campaign that prompted the coupons. In-
store POS, which ran across all materials
and featured “Ref” Foxworthy in an inte-
gratedthemewiththeonlineandsocialma-
terials, prompted shoppers to grab Reese’s
products for their game-day gatherings.
Specific in-store components included
a “Ref” Foxworthy standee provided by
Strine Printing Co., York, Pennsylvania,
as well as lug-ons that looked like penalty
flags, floor mats, shelf danglers, recipe tear-
pads and merchandising units with cus-
tomized headers, all provided by Hershey
PrintShop, Hershey, Pennsylvania.
“Playoff Pandemonium” complemented
Reese’s existing college football partner-
ships and seemed like a natural fit for the
brand, Snyder says. “The message was con-
sistent to grow association of Reese’s with
the football playoff occasion, increasing
purchases and frequency.” SM
PROGRAMS10 SHOPPER MARKETING MAY 2015
By Ed Finkel
Hershey, Pa. — The Hershey
Co. complemented Reese’s
status as an official sponsor of
the first-ever College Football
Playoff by executing a “Playoff
Pandemonium” campaign last
winter that coincided with the
four-team playoff to determine
a champion. Reese’s dispatched
comedian Jeff “Ref” Foxworthy
to explain “Reese’s Rules” to fans
through videos that were part of
a broader path-to-purchase cam-
paign.
For example, Reese’s Rules say
tackling is permitted when some-
one grabs the last Reese’s Minia-
ture; pass interference may be called
if you don’t share your Reese’s Minis;
and, when noshing on Reese’s Pea-
nut Butter Cups, always go for two.
“Jeff Foxworthy has entertained
millions with his comedy for more than
25 years,” says Reese’s senior brand
manager John Maitrejean, “and he’s the
largest-selling comedic recording artist
in history. So we believed he was the per-
fect choice to bring some entertainment to a
heated and intense playoff season.”
Consumers were encouraged to share
their own witty rules – or Reese’s-related
images – using a #ReesesGameday hashtag,
while an in-store SMS text campaign en-
abled them to ask for both additional “Re-
ese’s Rules” and a coupon for future Reese’s
purchases. The campaign aimed to reach
Reese’s Sweetens ‘Playoff Pandemonium’
Comedic referee explains how to make the brand part of game day during college playoffs
By Wayne Niemi
Irvine, Calif. — When consumer electron-
ics manufacturer Vizio was preparing to
introduce its new 21-inch 2.1 sound stand
last summer, the company’s marketers
knew there would be a unique challenge
in producing an in-store piece around the
audio system’s subwoofer. Vibrations from
the speaker could weaken the display, or
worse, the display housing could muffle or
distort sound quality.
Both scenarios were major concerns as
Vizio sought to roll out semi-permanent
units to 685 Sam’s Club stores and select
Costco locations, fulfilling an in-store vision
forthebrandthatseniordirectorofmerchan-
dising Victor Shu and his team work hard
every year to create. “We use a broad range
of consumer studies, market insights and
mystery shop data, along with retailer in-
sights and requirements to shape our P-O-P
and merchandising strategy,” says Shu. “The
display is an integral part of Vizio’s in-store
marketing efforts year after year, especially
for products such as the sound stand that
encourage customer interaction.”
Vizio entrusted the design project to Bur-
bank, California-based Origin, but sound
quality wasn’t going to be the only chal-
lenge for the P-O-P firm. The manufac-
turer’s in-store budget for the sound stand
required senior account manager Matt
Weston and the Origin team to get creative.
“We were given a budget that
was certainly challenging,”
Weston says, “so we had to
design into that cost. What
we were able to accomplish
was a premium display, and
certainly an upgrade to what
they’ve done before. We were
able to use new, upgraded
materials while maintaining
Vizio’s budget constraints.”
The necessity to use differ-
entmaterialsforthe2.1launch
relates back to the issue of in-
store customer interaction
with the product and the pos-
sibility that very high volumes
could potentially compromise
the stability of the display.
“The key requirement was that whatever we
created had to ensure there was no vibration
from the speaker, even when turned up to
11,” says Weston. “We couldn’t use metal
hardware because it could come loose.”
Origin tested other options until it came
up with a one-piece, urethane foam base
with a medium-density fiberboard back
panel. “After we were happy with the foam
and we did our testing,” Weston says, “I
took it to the client. Their sound engineers
are literally the ears of the company. They
listened to the sound quality and gave it
Vizio Makes Sound Decisions
P-O-P firm’s design solution props up manufacturer’s merchandising strategy at Sam’s, Costco
BRAND: Reese’s
KEY INSIGHTS: Sports enthusiasts as
well as casual fans such as moms want
creative experiences with their families
through recipes, crafts, party planning
and snack options. These individuals are
engaged in-store, online and in social
channels.
ACTIVATION: Comedian Jeff Foxworthy
appeared in videos on social media while
an in-store SMS text campaign gave
shoppers access to additional “Reese’s
Rules” and coupons for future purchases.
In-store POS featured Foxworthy in an
integrated theme.
MANUFACTURER: Vizio
SOLUTION PROVIDER: Origin
MERCHANDISING CHALLENGE: To cre-
ate an interactive in-store display for the
2.1 sound stand audio system that allows
shoppers to test the full range of volume
without distorting the sound or compro-
mising the display.
ACTIVATION: The manufacturer rolled
out semi-permanent units to 685 Sam’s
Club stores and select Costco locations,
achieving the highest compliance rate for
a Vizio display.
to the base with three screws and plug it in.”
On top of that, Weston says Origin hasn’t
received a single report of units damaged
during shipping or failure on the store
floor. “That’s especially pleasing,” he says.
“Even the push buttons we used looked
great and have proved to be resilient to
everyday wear and tear.”
The displays began shipping to stores in
August and were slated to remain for six to
nine months. Shu said the full success of
the display would be evaluated based on
five criteria: design and implementation;
durability; cost and timing; compliance
rates; and sales impact.
Weston says that the development of
the display could have a lasting impact
on Vizio’s future in-store efforts. “The ure-
thane foam was a resounding success,” he
says. “We were able to use it to make some-
thing that looked great, sounded great and
was really easy to set up.” SMThe Vizio display that recently appeared in Sam’s Club and Costco
proved to be a key component to the launch of the 2.1 sound stand.
their approval.”
The collaboration of Vizio’s research and
Origin’s innovative design paid off. Accord-
ing to Weston, the display had the highest
compliance rate of any in Vizio’s history –
as high as 65% to 75%, compared to Vizio’s
average of 25% to 40%.
Weston attributed the success in place-
ment to the fact that the 25-inch-wide by
18-inch-high display shipped nearly fully as-
sembled. “We shipped it with the product
alreadymountedtothedisplaybase,”hesays.
“All[retailers]hadtodowasattachtheheader
The “Playoff Pandemonium” campaign targeted
serious and casual sports fans by engaging with
both groups in-store, online and through social
media channels.](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-10-2048.jpg)
![MAY 2015 SHOPPER MARKETING PROGRAMS 11
APPLIED LEARNING
TO EMPOWER
YOUR SUCCESS
Structured professional
development courses designed
to help individuals become
peak performers in shopper
marketing-related roles
For more information contact Stacey Bobby
at sbobby@p2pi.org or (773) 992-4423
An exclusive benefit
for Institute Members
TO LEARN MORE & REGISTER TODAY:
www.p2pi.org/leadershipu
Who Should Attend:
All professionals whose jobs impact
path to purchase success including:
> Brand Marketers
> Shopper Marketers
> Customer Marketers
> Sales/Category/Management Leaders
> Buyers/Merchants
> Insights Professionals
> Agency/Solution Providers
Coming to a City Near You:
Minneapolis, MN.....May 13-14
Chicago, IL ...............Jun. 24-26
Atlanta, GA...............Jul. TBD
New York, NY...........Sep. TBD
Shopper marketing is not a
department, it’s a discipline.
Courses Include:
SM 100: Fundamentals of Shopper Marketing
SM 101: Principles of Shopper Behavior & Engagement
SM 102: Effective Strategies for Developing Shopper Insights
SM 103: Understanding Retailers
SM 104: The Digital Landscape for Shopper Marketing
Do you know all you need to know to keep
up with this rapidly changing industry?
older adult, Sales said. Quality, fresh and
specialty selections are important to these
customers along with a good store experi-
ence. Sales explained that while the com-
pany doesn’t plan to abandon this core cus-
tomer, it now sees an opportunity to work
toward targeting growing segments. “We
are building shopper-targeted activation
around reaching our best opportunity for
the future,” she said. “This group is highly
grocery involved and skews heavily to-
ward Millennials and Hispanics. We want
to provide relevant and engaging solutions
for these shoppers.”
The company will still plan and execute
campaigns that are unique to a banner
because they want to “stay true” to their
brands, Sales said. “As you can see, we are
in constant contact with our shopper base.
Theseprogramsareeffectiveandimpactful.”
Now the second largest supermarket op-
erator in the United States, the Albertsons
and Safeway Family of Stores maintains
2,230 stores spread across 34 states and the
District of Columbia. The chain has been
divided into 14 divisions with more than
250,000 employees.
Sales explained that Albertsons Safeway
sends out 67 million emails and has 6.8
million unique website visitors and 3.9 mo-
bile visitors monthly. The new company’s
stores net more than $57 billion in sales
yearly, with more than 30 million consum-
er transactions per week. SM
help aid the process by:
n negotiating scale marketing buys,
n clearing brand and category approvals
with merchandising,
n coordinating a national plan, and
n project managing all of the omnichannel
touchpoints.
“Our divisions are fully empowered and
accountable in the market,” Sales said. “The
national team serves and enables the divi-
sion teams to help them compete and to
provide strategic guidance to leverage scale
and drive efficiency.”
She encouraged brands to reach out with
insights, innovations and overall interest in
partnership programs. “We are also open
to going off turf to meet with your corpo-
rate marketing teams to brainstorm and
plan for the future together,” she added.
“We are very eager to collaborate with you.”
The company’s overall goal is sales
growth, according to Sales. “With our new,
combined scale, just one extra item in the
basket equates to more than $100 million
more in sales. We want to work with you
so your initiatives and your investment are
reflected in our marketing approach.”
Platforms that teams can partner on with
the company include growing Safeway.
com e-commerce solutions. “We support
MyMixx and Just for U [digital coupon]
platforms offering personalized, relevant
digital coupon offers,” Sales said. “It’s defi-
nitely going to be more complicated than it
has in the past, but we think it’s worth it.”
Three key priorities were outlined for
Albertsons Safeway:
n combining operations to build a national
chain of local market leaders;
n differentiated value proposition for cus-
tomers; and
n driving profitable growth through in-
novation and expansion.
Sales detailed the national events that
will be held across both companies next
year. These will include Albertsons’ “Mo-
nopoly” and “Best Road Trip Ever” efforts
and Safeway’s “Savor the Summer.”
The current profile of the typical Albert-
sons Safeway customer is a high-income,
CORRECTION: On page 42 of the
Aprilissue,thearticle“TargetWelcomes
Brands That ‘Matter’” incorrectly stated
that Procter & Gamble’s Pampers brand
participated in the retailer’s “Made to
Matter” platform. This photo, taken in
a Salt Lake City Target store, suggested
that Pampers had participated.
Albertsons
Continued from Page 1
Albertsons Safeway’s Karen Sales](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-11-2048.jpg)
![from
Can Beacons Convert Shoppers In-Store?
March 2015
… Retailers need to take baby steps, according to Erik McMillan, founder and
chief executive officer of Shelfbucks, which offers an in-store beacon promotion
platform that works via retailer apps. In October 2014, the company teamed with
Menasha Packaging to embed beacons into displays. “We may do 3,000 displays for
a CPG to learn, look at the data and see how they engage,” McMillan says. “After
piloting on a few displays, then 2016 is about scaling what’s learned in 2015.”
IN THE NEWSRecent stories from the various Institute news outlets,
P2PI.org and Shopper Marketing magazine
from
Unilever Gives
Walgreens ‘Beauty
Must-Haves’
January 2015
Walgreens partnered with Unilever
for an exclusive “Beauty Must-Haves”
promotion that awarded a free tote bag
(up to 5,000) with purchase of $15 in
qualifying items. Consumers who made
the required purchase from Jan. 4-10
received a receipt code (via Catalina) to
be entered on a Unilever promotional
site, yourbeautyhaul.com. The
participating brands were Axe, Dove,
Degree, Tresemme, Suave, St. Ives and
Vaseline.
from
OwnerIQ Taps RSI
May 2015
Boston-based programmatic ad platform
OwnerIQ recently partnered with Mountain
View, California-based POS analytics firm Retail
Solutions Inc. to integrate RSi’s retail store-level
intelligence and sales data with OwnerIQ’s pool
of targeting and analytics data. The companies
say that CPG brands and retailers can maximize
the impact of their promotions by combining
RSi’s store-level UPC sales and inventory data
from more than 150,000 store locations with
OwnerIQ’s vast retail shopper data.
Also: Promotional marketing services
company News America Marketing, New York,
has teamed with OwnerIQ to introduce News
America Programmatic Advertising. The new
offering is a response-driven digital display
product that combines NAM’s geo-scoring
system with OwnerIQ’s shopper data.
from
Dailybreak and RevTrax
Combine Forces
November 2014
Dailybreak Media, a Boston-based gamification
platform, recently partnered with RevTrax, a New
York-based digital coupons platform, with the goal
of enabling CPG brands and retailers to engage
shoppers and optimize the path to purchase via
gamification and coupon promotions intended
to drive in-store traffic. In their initial campaign
together for an unnamed CPG, the two firms
achieved strong results with 47% of consumers
printing the coupon after viewing the offer, and
60% of printed coupons having been redeemed
with two more weeks of data yet to be reported.
“ [In 15 years, merchandising] will be
totally different than what we
think it will be, but I guarantee that
it will have something to do with the
smartphone talking to a sensor to have a
seamless experience in-store.”
Erik McMillan, founder and CEO, Shelfbucks](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-60-2048.jpg)
![from
CoOptions
Launches Social
Shopper Platform
April 2015
Shopper marketing agency
CoOptions, Apex, North
Carolina, has partnered with
social media tech firm Sverve,
New York, to launch the
CoOptions Social Shopper
Activation platform. The agency
says the partnership will allow
brands, retailers and agencies to
instantly activate social shopper
solutions that power and
amplify in-store promotions,
displays and traffic to both
in-store and online campaigns
while providing transparent
views of campaign progress and
real-time analytics.
from
Jewel-Osco Launches MyMixx Digital Coupons
February 2015
AB Acquisition’s Jewel-Osco this month launched the MyMixx digital coupon
program that has been available at sister chain Acme since August 2014. At
launch, MyMixx is offering approximately 200 digital coupons, powered by
Coupons.com. It also suggests coupons based on users’ purchase history, tracks
how much users have saved and lets them build a shopping list. Users can also
link their MyMixx accounts with SavingStar accounts for additional savings.
from
Walgreens Facilitates
‘People’s Choice’ Voting
December 2014
Walgreens kicked off the third year of its “People’s
Choice Awards” sponsorship by promoting online
voting for the program’s awards. When consumers
finish voting, they’re taken to a landing page operated
by Hello World, Pleasant Ridge, MI, and given the
opportunity to enter a Walgreens-sponsored sweeps
running Nov. 4 through Dec. 4 that awards a trip to
Los Angeles to attend the awards show.
from
Working Closely With The Customer
December 2014
Kellogg offered promotional packages of Pop-Tarts, Krave, Frosted Flakes, Frosted Mini-Wheats and
Froot Loops that carried codes good for $5 off Sony Pictures’ “The Amazing Spider-Man” via the
retailer’s Vudu streaming service. With three or six codes, participants could also earn “Concession
Cash” or “Movie Cash,” respectively, from TPG Rewards, New York.
from
Avocados from Mexico Is ‘Hungry for Football’
November 2014
Avocados from Mexico (AFM) is running a “Hungry for Football” campaign from Sept.
8 through Dec. 15 in partnership with Ro-Tel. The branded consumer promotion is
supported with contests for consumers and retailers, coupons, social media and in-store
display materials. AFM will use IRi data to evaluate the performance of select retailers
during the promotion period as well as the total category overview. AFM’s coupon
redemption partner, Winston-Salem, North Carolina-based Inmar, will provide data
related to individual customer redemption by retail marketing area and independent
accounts.
from
Overcoming the Barriers to
Mobile Use in Stores, Part 2
October 2014
… [He] is particularly interested in RSI Retail
Solutions, a provider of business analytics and
real-time supply chain intelligence that helps CPG
companies maintain their in-stock positions. He
says the company recently began partnering with
MaxPoint, a hyperlocal advertising company.
Theoretically, this should enable a brand to
know if there are too many boxes of Honey Nut
Cheerios clogging a store’s backroom a half-mile
from households that will respond to a targeted
mobile ad that says, “Go get your Honey Nut
Cheerios!”](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-61-2048.jpg)
![MAY 2015 SHOPPER MARKETING WHO’S WHO IN DIGITAL SHOPPER MARKETING & E-COMMERCE 63
n JohnShen,Senior
Director,Interactive
Marketing&
ConsumerPromotions
Shen leads digital and
promotions initiatives
across the organization, partnering
with John Stichweh and shopper mar-
keting teams to provide thought lead-
ership, best practices and approaches
for retail activation in the digital and
promotional space.
n JohnStichweh,
Director,Digitaland
SocialShopper
Marketing,
E-CommerceandCRM
Stichweh leads a team
that leverages enterprise resources
including data, infrastructure and plat-
forms such as ConAgra’s ReadySetEat
recipe website to deliver the aligned
objectives and measure their impact
along the way.
CONSTELLATIONBRANDS
n Karena Breslin, Vice
President of Digital
Marketing
Breslin manages
digital strategy and
execution for Constel-
lation’s portfolio of wine and spirits
brands. Her organization is responsi-
ble for social media, digital advertis-
ing, content marketing and shopper
activation, and she also leads mar-
keting technology initiatives.
n Barry Roberts,
Director, Retail
Shopper Solutions,
North America
Roberts leads the
retail shopper solu-
tions team that consists of category
management, shopper marketing and
e-commerce.
CONAGRA FOODS INC.
n Jill Kristle, Manager, Interactive
Marketing
COTY INC.
n Kristen D’Arcy, Vice President of
Global Digital
CVS HEALTH
n Kate Goodman, Senior Director,
Retail Digital
Goodman manages the development
of strategies that support omnichan-
nel customer acquisition and reten-
tion in both the online and offline
channels.
Josh Wexelbaum and Dilini Fernando share the com-
mon task of improving the digital ventures for one of
the world’s largest brewers, but they came to their man-
agement roles at MillerCoors on different paths.
Fernando is a 2003 graduate of Brown University,
where she pursued interests in science, psychology, en-
trepreneurship, business and organizational behavior
management. She was a disc jockey at a college radio
station, then used that skill at two different stations in
the years between Brown and her MillerCoors intern-
ship in 2010.
Fernando also founded and ran a musician-centric
business in Taunton, Massachusetts, as well as an inde-
pendent record label for two years before earning an
MBA at University of Chicago’s Booth School of Busi-
ness. She took a year after her internship to help four
other Booth students with a mobile payment start-up
through Booth’s New Venture Challenge program. She
rejoined MillerCoors as an associate brand manager in
2011, and assumed her present position two years later.
Fernando says her experience with digital in her en-
trepreneurial projects has inspired her work at Miller-
Coors. She now guides the MillerCoors digital incuba-
tor, a laboratory of sorts to test new tools, tactics and
technologies with the goal of increasing sales and cre-
ating scalable solutions for the organization. “Digital
was such an amazing way to reach a broad audience
on a limited budget,” she says. “I love its nimble and
dynamic nature.”
Wexelbaum took a more straightforward route to his
position as senior manager of digital marketing. Unsure
of a major at the University of Texas, he discovered a
passion for advertising in a 101 course, seizing on the
ideas of Ogilvie, Burnett and Bernbach to spark his
choice to earn an advertising degree.
He rose to associate media director in seven years at
Starcom MediaVest Group, joining MillerCoors in 2006
as media manager. Wexelbaum was a brand manager
for retail marketing for two years, then brand manager
for Miller Lite before taking on his present role in April
2014.
He says working in digital is perfect for his out-of-the-
box thinking that began as a kid. “I never really was too
big on using established solutions to solve problems,”
he says. “I wanted to create a solution on my own, to
try something different, to experiment. Operating in
the digital space is a great opportunity to continue that
process. To experiment, to try, to fail, find the things that
work that we can actually scale.”
Fernando and Wexelbaum recently took time out to
answer the following questions about their digital work
at MillerCoors:
How do shopper and digital marketing intersect at
MillerCoors?
WEXELBAUM: Digital marketing as a standalone or even
as a bolt-on practice no longer makes sense. Right now
we’re living in a world where nearly everything our shop-
per experiences from a communications perspective can
be and, I would argue, increasingly is delivered digitally. I
don’tbelieveit’saboutdigitalmarketingpersebutrather
how do we market in an age when everything is digital?
Once you understand it’s about marketing in a digital
age, to me digital’s role in shopper marketing becomes
more obvious. It’s to take us further down the purchase
model than we’ve traditionally been in a way that better
engages our consumers by providing real value to them.
How does the organization promote digital
innovation?
FERNANDO: As part of developing best practices, in
2014 we started the digital incubator, which is meant to
be essentially a pipeline of ideas that incubate the next
level of digital marketing, where we test, learn, fail and
ultimately scale. I oversee the execution and the inter-
nal and retailer education of the digital incubator tests
for the organization.
Anything in particular you are working on?
FERNANDO: In 2014 we supported about 20 different
digital incubator tests. There was a lot of exciting work
with mobile order on-premise, proximity messaging,
driving traffic and engagement and, more recently, with
beer delivery.
Photo by Brian Morrison
Manymarketersbelievethatdigitalishelpingto
narrowthegapthathastraditionallyexistedbetween
CPGbrandsandretailers.Agreeordisagree,andwhy?
WEXELBAUM: I generally agree. As CPG marketers, I
think we have to acknowledge that our capabilities in
the digital space lag those of our direct marketing coun-
terparts, but in that gap between direct marketers and
consumer package goods I do see a world of oppor-
tunity for CPG companies and retailers to partner and
drive new solutions that can influence and affect our
shoppers. We can’t directly sell our beer to anyone like
a direct marketer can. In using delivery services to spur
new occasions are ways that we can grow the category
for ourselves and our retailers while overcoming some
of the inability-to-sell-direct challenges that we face.
What does omnichannel mean to you as a marketer
and a shopper?
FERNANDO: For me it’s about creating an enjoyable re-
tail experience. I’m probably like most online shoppers,
where I feel comfortable navigating between digital and
physical. Where can I get information, where can I get in-
spiration?Ifthere’sanimpulsetobuy,howisthatenabled?
Is that in-store, online? I feel comfortable with both.
WEXELBAUM: Afriendofminewhoworksinsportsevent
marketing used to say, “Be sure to go so you know,” in
reference to event activation. I feel that same sentiment
applies to digital, and omnichannel as an aspect of digi-
tal. To me our shoppers are doing it and more so every
day, so I better be doing it myself if I ever really hope to
understand and be able to capitalize on that experience.
MILLERCOORS
Josh Wexelbaum, Senior Manager, Digital Marketing
Dilini Fernando, Digital Innovation & Marketing Manager
“Our shoppers are doing [omnichannel], so I better be doing it myself if I ever
really hope to understand and be able to capitalize on that experience.”
Josh Wexelbaum](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-63-2048.jpg)
![76 SHOPPER MARKETING MAY 2015SPECIAL REPORT
grail that folks are striving for,” he says. “Collabo-
ration in supply chain and merchandising gives
you opportunities to unlock growth.”
The major benefits include cost savings, speed
to market, fewer people involved, and less waste
in the process, says Annette Groenink, group vice
president at Menasha. When collaborating with
other companies in the supply chain, retailers and
CPGs need to be willing to share a certain amount
of intellectual property that they traditionally have
been guarded about, she says.
“People outside your company are going to
have different perspectives and views, and those
are valuable,” she says. “[The growth in collabora-
tion] represents the realization that new products
come and go so quickly. If you’re getting hung
up on whether you own 100% of the intellectu-
al property, and somebody else gets out there
quicker, you could lose a distinct advantage while
you’re sitting around worrying.”
“If the CPG and supplier have multiple people
involved and are approaching the problem from
different perspectives, you’re going to find ways
to eliminate cost and time,” adds Greg Dugan, re-
gional vice president for Menasha.
John Barnette, vice president for center store
merchandising at Food Lion, says he’d be crazy
not to work with his business partners around
supply chain. “If you’ve got open and honest re-
lationships, discipline around the work you do
and a collaborative decision process, more often
than not, the outcomes are going to be better,”
he says. Initiatives “are more fully vetted. When I
think about how broad my business is, it’s kind of
ridiculous to think about not leveraging that tal-
ent. … They’ve got their finger on the pulse of that
stuff [in their category] much closer than we do.”
CPGs and retailers cannot be complacent, says
CPGs, retailers and service
providers gain from ongoing
strategic partnerships
Sponsored by:
Why Collaborate
Around Supply Chain?
SUPPLY CHAIN OPTIMIZATION, PART 1:
By Ed Finkel
hen consumer packaged goods
companies, retailers and suppliers
collaborate vertically around supply
chain, the collaboration frequently
is short-term and tactical. But doing the heavy
lifting to create more ongoing, strategic partner-
ships has myriad benefits, according to a survey
conducted jointly by the Path to Purchase Insti-
tute, A.T. Kearney and Menasha.
The benefits are being realized in small pock-
ets today, but shopper marketers need to impress
upon their supply chain colleagues the need to
forge such vertical collaborations by pointing out
the positive impacts on the bottom line as well as
the competitive disadvantage that results if they
do not, A.T. Kearney believes.
When the concept of collaboration comes up,
supply chain and even some shopper marketing
personnel often react by saying that they’re al-
ready collaborating. Typically, however, this char-
acterization is a stretch, according to A.T. Kearney
executives. Such partnerships usually amount to
“firefighting” because of issues like deliveries com-
ing late and products reaching out-of-stock status.
When supply chain personnel complain that
they don’t have the time or capabilities to go
deeper, the best response is to suggest trying a
single campaign or initiative as a pilot, gain sup-
port from the top and move forward. Commer-
cial teams need to realize that their supply chain
organizations alone will not capture the benefits,
Kearney says, and those outcomes aren’t simply
about dollars saved or earned but also about au-
thentic deepening of relationships.
In more advanced cases, retailers and manufac-
turers have integrated their supply chain almost as
if the two companies have merged, which brings
vastly greater operational efficiencies and speed
to market, A.T. Kearney believes. Companies work
jointly when determining new products to launch,
slotting and assortment, shelf sets, shopper mar-
keting campaigns and promotional events.
Manufacturers and retailers find themselves
at different stages of supply chain collaboration
because the buyer-seller relationship creates fric-
tion, which leads to inefficiencies and waste, says
Arun Kochar, principal at A.T. Kearney. “You are
wanting to behave as one company. Don’t treat
each other as buyer and seller. That is the holy
W
Jeff Krepline, vice president of national sales,
Menasha. “The ever-changing demands of retail
are not letting anybody sit still,” he says. “If you
think you’ve got it, you need to re-ground your-
self. We’ve all heard about speed to market and
late-stage customization – all of that stuff is driving
continued need for evolution in the supply chain.”
Survey Says …
The A.T. Kearney/Menasha survey, which drew 33
responses, revealed five major takeaways:
1. To date, collaboration efforts have not gone
as far as most organizations would like. Thirty-
eight percent of respondents said they currently
pursue a portfolio of mid- to long-term initia-
tives, and only 13% are still working toward that
end; but only 19% said they already have achieved
end-to-end supply chain integration with their
partners, while 50% have that in their sights in the
next three years (see chart above).
Dugan says that while “very few” CPGs and retail-
ers have reached that point, he sees it as “kind of
the wave of the future. There are a few that will let
you inside so you can make an educated decision.
The majority still hold suppliers on the outside and
give you only what they think you need to know.”
Barnette has seen an evolution in the five years
he’s been at Food Lion. While some partners
seemed more self-serving in his early years, increas-
ingly “we’re comfortable that people are bringing
to us insights that will help the overall business and
are not just self-serving,” he says. “Some folks I like
to lean into because I trust them. They’re going to
give me the real skinny on the stuff.”
Collaborations are still largely around transac-
tions and spot opportunities that will have an im-
mediate impact, says Joy Peters, partner at A.T.
Source: A.T. Kearney/Menasha 2015 Supply Chain Optimization Survey. Multiple selections permitted.
Responses might not add up to 100% due to rounding.
Which statement best reflects your current
and future collaboration vision?
Exchanging relevant
freight, other SC data
Brainstorming ideas
with and pursuing SC
cost improvement
Engaging in discrete
short-term joint
improvement project
Pursuing a portfolio
of medium to
long-term initiatives
Creating an integrated
SC with suppliers
and customers
25%
13%
19%
25%
38%
13%
19%
50%
0% 0%
Currently In 3 Years](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-76-2048.jpg)
![SPECIAL REPORTMAY 2015 SHOPPER MARKETING 77
Kearney. “When we look at the 50% who want
to get there in three years, that denotes aspira-
tion,” he says. “How do we treat two companies
as one?”
Kearney has worked with a “middle-of-the-pack”
CPG food manufacturer that saw limited gains from
short-term joint projects with their retail counter-
parts. “They said, ‘This is not getting us anywhere,’”
Peters says. “We want to have reoccurring, demon-
strable improvement in our growth.”
Working with A.T. Kearney, the CPG company
chose two of its largest and most strategic retail-
ers and found “a ton of opportunities in taking out
nodes from the supply chain and bypassing distri-
bution networks to get their product to the retail-
er, avoiding double-handling and finding oppor-
tunities in planning more effectively, which means
I’m out of stock less often,” Peters says. “Now
they’re in a completely different way of working
together. There was a relationship transforma-
tion, sponsored at the very top, that changed the
way they worked together.”
2. The majority of collaboration efforts are initi-
ated by one party rather than both. Fifty percent
of respondents said their organization had done the
initiating, while 33% said collaboration was jointly
initiated (see chart above right). Groenink sees an
opportunity for third parties to help facilitate these
efforts, although “that’s not happening very much.”
But Barnette says that from his vantage point, third
parties and suppliers were initiating the process
more often in the past, while now “this is a very ban-
ner-centric process. We’ve scheduled marketing
summits to talk about what’s next: ‘Here are some
things we’re thinking about, do you want to play?’ …
We’re doing much better solving from within.”
3. Collaborative efforts are more likely to be
sustainable if they improve the go-to-market
proposition of the parties and build trust. Forty
percent of survey respondents said improving
their go-to-market proposition helped to build a
sustainable relationship, while 33% said the same
about increased trust and information sharing (see
chart below).
Barnette sees the go-to-market proposition as
the ultimate objective and the others as founda-
tional pillars. Krepline notes that go-to-market
proposition and building trust feed off of one
another. “Speed, accuracy and customization,
they’re all going to prove that go-to-market prop-
osition,” he says. “But for that you need informa-
tion. And information builds trust.”
Dugan has found the same thing. “We’re finding
that our onsite teams have a much higher degree
of collaboration due to the fact that we’re physi-
cally working side-by-side with our customers,”
he says. “We’re with them and talk to them so
much, they’re kind of like co-workers.”
A.T. Kearney worked with a distributor and a man-
ufacturer in the wine and spirits industry that had a
With what other companies does your organization collaborate?
Collaborating with … Who initiated the effort?
15%
Consultants/
Advisors
Competitor 4%
Non-Competitive Peer 4%
31%
Customer
11%
A Third Party/
Intermediary
33%
Jointly Initiated
by Both Parties
6%
Other
Organization
50%
Your
Organization
46%
Supplier
Source: A.T. Kearney/Menasha Packaging 2015 Supply Chain Collaboration Survey. Multiple selections
permitted. Responses might not add up to 100% due to rounding.
Increased trust
and information
sharing
Improved
go-to-market
proposition
Equitable
value sharing
Long-term
contractual
agreements
Others
33%
10%
17%
40%
0%
How have the collaboration initiatives
you’re engaged in enabled sustainable
relationships between organizations?
Revenue
growth
Cost of goods
sold (COGS)
reduction
Working capital
reduction
Improvement in
speed-to-market
Others
2.8 2.72.6
3.1
0.0
Rate the importance of the benefits your
organization hopes to achieve from
B2B collaboration in the next three years?
(1: Least Important 5: Most Important)
About the Sponsor
Menasha is a packaging and merchandising
solutions company focused on optimizing
the retail supply chain. Menasha collaborates
with the world’s leading retailers and
consumer packaged goods companies to
deliver the greatest measurable value across
the entire integrated merchandising supply
chain. As market leaders within the in-store
merchandising industry, Menasha combines
an unmatched understanding of the retail
sector with a proven methodology for
developing efficient, sustainable offerings to
meet customer-specific goals.
multi-decade relationship marred by lack of trust.
“The CEOs said, ‘We have to do something about
this,’” Kochar says. Once both companies received
a top-down mandate, they spent about six months
building relationships across the chain of com-
mand, and for the last two or three years, with trust
in place, “the organizations have transitioned from
an exchange of relevant data, to starting to pursue
broader portfolios of opportunities,” he says.
4. Organizations seek a wide variety of benefits
from collaboration, although cost reduction is
desired a bit more highly more than others. On
a scale of 1 to 5, cost reduction rated an average
of 3.1, slightly ahead of revenue growth, improve-
ment in speed-to-market and working capital re-
duction (see chart below right).
5. The results mostly jibe with these desires,
although cost reduction is significantly more
frequent than the others. Revenue growth is the
next frequently achieved benefit of collaboration,
according to the survey, followed by improve-
ment in speed-to-market and, somewhat less of-
ten, working capital reduction.
Dugan finds that revenue growth and improved
speed-to-market are the most frequent goals of
those with whom he works. Groenink finds it very
positive that revenue growth rates highly in the
survey. “If revenue growth were the least frequent
achievement, that would be sad because that’s
what we’re in it for, more value for everybody,”
she says.
But Barnette says he’s surprised that wasn’t
the most important goal. “If you’re asking supply
chain and category management people, whose
primary responsibility is to negotiate for a lower
cost of goods, I get it,” he says. “But if you’re talk-
ing to a banner merchant, ultimately they’re look-
ing for top-line growth.”
Collaborations around reducing the cost of
goods are easy to justify because the benefits are
tangible and tend to be apparent within a year or
two, Kochar says. For example, the spirits com-
pany with which A.T. Kearney worked saw hard
dollar savings from the joint go-to-market.
Growth, on the other hand, “doesn’t happen
overnight, and even with an exclusive initiative,
like a product launching, there are so many other
drivers that could impact growth,” he says. “It’s
hard to isolate that the growth is because of this
particular initiative. That’s where it becomes a lit-
tle harder to justify the effort.”
Krepline says measures like working capital
reduction, revenue growth and improvement in
speed-to-market are well worth considering, but
he views them as traditional and looks to “emerg-
ing measures” of collaborative success.
“For example,” he says, “the execution rate at
retail. Are we getting the sales lift that the extra
dollars [justify]? How do we know there’s a return
on investment for these elements? … All of this is
a very broad stroke for the supply chain.” SM
NOTE: This is the first installment in a three-
part series. Next month, we will address some
of the “how-tos” of collaboration, such as
selecting partners, identifying key enablers and
establishing a benefit-estimation process. In the
third installment, we will look at ways to “scale”
the effort, decide on key requirements and
select from different operating models.](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-77-2048.jpg)
![82 SHOPPER MARKETING MAY 2015
INSTITUTE STRATEGIST
By Patrycja Malinowska
Despite widespread concerns that Walmart is cutting
back on in-store displays, collaborative merchandising
activity is alive and well at the mass merchant.
The retailer has been expanding its exclusive product
assortment through partnerships with premium brand
manufacturers, and this year gave extensive merchandis-
ing support to two high-profile launches from Henkel
Corp.
Walmart in January became the exclusive U.S. retailer
of an Ultime line of hair care products from Henkel’s
Schwarzkopf. Created in partnership with supermodel
Claudia Schiffer, the 72-item line includes care, styling
and color products priced between $6.97 and $9.97. The
collection launched in Europe in 2014.
The products are merchandised in-line, securing a
brand block identified with a black header and aisle
violators. At launch, the items also earned a dedicated
endcap display outfitted with a product video.
Co-op advertising support included 15-second re-
gional and national TV spots, print ads in magazines
including Conde Nast’s Glamour and Hearst Com-
munications’ Cosmopolitan, FSIs in Sunday newspapers,
display ads on websites including Walmart.com and
PopSugar.com, as well as 5- and 15-second video ads on
websites such as Hulu.com.
In March, Walmart exclusively launched Henkel’s
Persil ProClean, a line of premium laundry detergents
available in liquid, powder and unit-dose forms and
boasting a Pro-Power stain-fighting technology. The
Persil brand is widely available in Europe.
On store shelves, the detergent is sandwiched between
category leader Procter & Gamble’s Tide and lower-
priced sister-brand Gain. Persil, priced comparably to
Tide, is prominently spotlighted with in-line signage.
The new product also gets secondary placement on a
dedicated endcap outfitted with side panels and an in-
teractive video delivering details on the products’ various
formulations. It earned yet another shopper touchpoint
via sampling stations.
Co-op support for the detergent includes regional and
national 30-second TV spots, print ads running in Time
Inc.’s All You, and display ads on the retailer’s website.
A dedicated website for the line touts its availabil-
ity at Walmart. At launch, site visitors could enter a
sweepstakes awarding one grand-prize winner with six
vouchers for free bottles of the product and a “premium
night on the town” comprising gift cards to Nordstrom.
com, OpenTable.com and Uber.com. One runner up also
got six vouchers. Entry ran March 13 through April 12.
The Wall Street Journal characterized the Persil launch
as a way to potentially pressure P&G to lower prices on
Tide. P&G’s dominant position in the category helps
insulate it from pressure to cut prices or take other steps
that might give Walmart a bigger edge over competitors;
Editorial Index Companies named in the editorial columns of this issue are listed below.
Ace Hardware Corp. . . . . . . . . . . . . . 75
Albertsons Safeway . . . . . . . . . . . . . . . 1
Amazon.com . . . . . . . . . . . . . . . . 74, 79
AppMachine . . . . . . . . . . . . . . . . . . . 75
A.T. Kearney . . . . . . . . . . . . . . . . . . . . . 76
Bravo Sports . . . . . . . . . . . . . . . . . . . 80
Caden Consulting Group . . . . . . . . . . . 6
Catalina . . . . . . . . . . . . . . . . . . . . . . . 72
Catapult eCommerce . . . . . . . . . . . . 78
Centro . . . . . . . . . . . . . . . . . . . . . . . . . 72
Clavis Insight . . . . . . . . . . . . . . . . . . . 78
Conde Nast . . . . . . . . . . . . . . . . . . . . 82
Cone Communications . . . . . . . . . . . . . 6
Costco . . . . . . . . . . . . . . . . . . . . . . . . . 10
CVS/pharmacy . . . . . . . . . . . . . . . . . 79
DataXu . . . . . . . . . . . . . . . . . . . . . . . . 73
Drugstore.com . . . . . . . . . . . . . . . . . 79
Endurance International
Group . . . . . . . . . . . . . . . . . . . . . . . 75
ES Robbins . . . . . . . . . . . . . . . . . . . . . 80
Facebook . . . . . . . . . . . . . . . . . . . . . . . 74
Food Lion . . . . . . . . . . . . . . . . . . . . . . . 76
General Mills . . . . . . . . . . . . . . . . . 6, 66
GlaxoSmithKline . . . . . . . . . . . . . . . . 78
GSP Inc. . . . . . . . . . . . . . . . . . . . . . . . 75
Hearst Communications . . . . . . . . . 82
Henkel Corp. . . . . . . . . . . . . . . . . . . . 82
Hershey Co. . . . . . . . . . . . . . . . . . . . . 10
Hershey PrintShop . . . . . . . . . . . . . 10
InMarket . . . . . . . . . . . . . . . . . . . . . . . 74
IRI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Kantar Shopcom . . . . . . . . . . . . . . . . . . 6
LG Electronics . . . . . . . . . . . . . . . . . . . 12
Magna Global . . . . . . . . . . . . . . . . . . 72
Mars Agency, The . . . . . . . . . . . . . . . . . 4
MaxPoint . . . . . . . . . . . . . . . . . . . . . . 73
Menasha . . . . . . . . . . . . . . . . . . . . . . . 76
Nestle USA . . . . . . . . . . . . . . . . . . . . 64
MillerCoors . . . . . . . . . . . . . . . . . . . . 63
Nielsen . . . . . . . . . . . . . . . . . . . . . . . . . . 6
News America Marketing . . . . . . . . . . 6
Origin . . . . . . . . . . . . . . . . . . . . . . . . . 10
OwnerIQ . . . . . . . . . . . . . . . . . . . . . 6, 72
Path to Purchase Institute . . . . . 1, 76
PetSense . . . . . . . . . . . . . . . . . . . . . . 75
Procter & Gamble . . . . . . . . . . . . 73, 82
Pure Fishing Inc. . . . . . . . . . . . . . . . 80
RetailNext . . . . . . . . . . . . . . . . . . . . . . . 6
Retail Solutions Inc. . . . . . . . . . . 6, 73
Retail Strategy Partners . . . . . . . . . . . 4
Rite Aid . . . . . . . . . . . . . . . . . . . . . . . . 79
Sam’s Club . . . . . . . . . . . . . . . . . . . . . 10
Shopatron . . . . . . . . . . . . . . . . . . . . . 75
Solutran . . . . . . . . . . . . . . . . . . . . . . . . 74
Strine Printing Co. . . . . . . . . . . . . . . 10
Studio G . . . . . . . . . . . . . . . . . . . . . . . . . 6
Subway . . . . . . . . . . . . . . . . . . . . . . . . . 74
More info at
the story noted P&G had effectively raised prices for
some Tide varieties last year by reducing the amount of
detergent per container.
The retailer has been refocusing on lower prices and
asking suppliers to provide the lowest costs possible –
even at the expense of joint marketing programs – a
move Walmart U.S. president and chief executive officer
Greg Foran characterized as “business as usual” during
an April analyst meeting. It has raised some concern
among P-O-P vendors, and the industry is watching
Walmart closely. As one provider told the Institute, “the
pendulum swings again.”
Foran said reducing the number of displays is a way to
give store managers more assortment and merchandis-
ing authority to ensure localization and ownership, with
the overall goal of greatly improving the store experience
throughout 2015.
“We’ve had too many PDQs, or displays, not allowing
associates to merchandise the store – their store – the
way they need to for their customer,” Foran said. “We’ve
got too much inventory in the back rooms, and our
processes are not where we want them to be. And that is
causing some undue shrinkage and some out-of-stocks.”
In addition to the shopper experience and price lead-
ership, Foran listed assortment and access as Walmart’s
other two areas of focus. He said the retailer is improv-
ing its use of data to help build a customer-relevant as-
sortment, especially in terms of fresh, private label and
omnichannel.
To improve access and convenience the retailer is
expanding its grocery home shopping test and better
leveraging in-store pickup, as well as fine-tuning its store
format strategy and next-generation supply chain.
“There are opportunities for us to significantly update
and improve things like space allocations, adjacencies,
ambience, navigation and flow in both of our formats
[Supercenter and Neighborhood Market],” Foran said.
“We are working on this now as we are also on the next
generation of our supply chain, one that leverages mov-
ing pallets with each as one unit and looks at inventory
across the entire enterprise.” SM
p2pi.org
‘Business as Usual’ at Walmart?
Pressure on suppliers to lower costs doesn’t hinder collaborative activity with Henkel
Target . . . . . . . . . . . . . . . . . . . . . . . 6, 20
Time Inc. . . . . . . . . . . . . . . . . . . . . . . 82
Turnstyle Solutions . . . . . . . . . . . . . . 74
Tyson Foods . . . . . . . . . . . . . . . . . . . . 68
UltraCreative . . . . . . . . . . . . . . . . . . . . . 6
United Healthcare . . . . . . . . . . . . . . . 74
Viggle Inc. . . . . . . . . . . . . . . . . . . . . . . 74
Vizio . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Walgreens . . . . . . . . . . . . . . . . . . . . . 79
Walmart . . . . . . . . . . . . . . . . . . . . 79, 82
WPP . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Zenith Media . . . . . . . . . . . . . . . . . . . . . 6](https://image.slidesharecdn.com/ptpsm201505-150513221555-lva1-app6892/75/Shopper-Marketing-Magazine-May-2015-82-2048.jpg)
Uploaded bySteve Frenda
Shopper Marketing Magazine - May 2015
The Path to Purchase Institute's 2015 Design of the Times competition has a deadline for entries on June 5, with finalists showcased at the Shopper Marketing Conference & Expo in October. Additionally, the institute is seeking judges for the competition, with commitments required for two judging phases in August and October. Albertsons and Safeway's VP of Shopper Marketing emphasizes collaborative shopper marketing programs post-merger, outlining strategies for engaging with national and division-specific marketing efforts.
Shopper Marketing Magazine - May 2015
- 1. Vol. 28, No.5 • May 2015 DesignoftheTimes DeadlineApproaches Chicago — The deadline for entry into the Path to Pur- chase Institute’s 2015 Design of the Times is June 5. The an- nual competition recognizes the most effective in-store activa- tions, displays and campaigns. Finalists will be displayed at the Shopper Marketing Conference & Expo, Oct. 13-15 in Minne- apolis. The fee is $525 per entry; $475 for Institute members. For more information and to enter, visit www.dot-awards.com. SM InstituteSeeking 2015DOTJudges Chicago — The Path to Pur- chase Institute is recruiting consumer product manufactur- ers and retail professionals to participate as judges for its an- nual Design of the Times com- petition. Judging takes place in two phases: Round 1: Aug. 19 in Chicago; Round 2: Oct. 13 in Minneapolis at the Shopper Marketing Conference & Expo. Applicants must commit to par- ticipating in both. Among the perks for judges is complimen- tary admission to the Confer- ence & Expo. Visit www.dot-awards.com/ call_for_judges.php to apply. For more information, contact Peggy Milbrandt at (773) 992-4412 or peggy@p2pi.org. SM REPORT E-Commerce Insights Page78 See Albertsons, Page 11 SPECIAL REPORT Supply Chain Page76 IN DIGITAL SHOPPER MARKETING & E-COMMERCE PAGE 20 Target MillerCoors MillerCoors Nestle USA General Mills Tyson Foods HowtoWorkWith AlbertsonsSafeway Executive lays out plans, expectations during Shopper Marketing Summit presentation By Sana Jafrani Schaumburg, Ill. — Karen Sales, Albert- sons and Safeway Family of Stores vice president of shopper marketing, called for collaboration and innovation via shopper marketing programs when she addressed the newly combined company’s plans and expectations for brands during a general session presentation in March at the Shop- per Marketing Summit. Sales explained that there are two ways to commence shopper marketing programs at Albertsons Safeway, the result of a merger that was completed on Jan. 30, 2015. One would be a division start, and the other a national start. “You go directly to the na- tional marketing directors or the division sales managers for division-specific pro- grams or to amplify savings offers,” she said. “You start with the national shopper team in Boise (Idaho) for multi-division or national program opportunity for partner- ship.” The national team would be highly involved in the process across the compa- ny’s divisions, she said. “We will help coor- dinate with merchandising and marketing commitments at the 14 divisions. We will also work with the other divisions to bring unique twists to the national program to make sure each division solution is local- ized and as relevant as possible.” Sales further explained that brands would still need to sell each division indi- vidually against all merchandising efforts, but that the national headquarters would ADVERTISINGADVERTISINGLEARNMORE PROGRAMMATICPROGRAMMATIC LGElectronics’ HallofFame DAVID VANDERWAAL PAGE 72 Source: A.T. Kearney/Menasha Packaging 2015 Supply Chain Collaboration Survey. Multiple selections permitted. Responses might not add up to 100% due to rounding. Increased trust and information sharing Improved go-to-market proposition Equitable value sharing Long-term contractual agreements Others 33% 10% 17% 40% 0% How have the collaboration initiatives you’re engaged in enabled sustainable relationships between organizations? PAGE 12
- 2. Introducing the Answerto Your Omni-Media Campaign Needs To view Digimarc’s complete omni-media solution in action, visit: www.digimarc.com/omni TRY FOR YOURSELF! Launch the Digimarc® Discover app and focus the camera on the images below to view Digimarc’s omni-media solution in action. Packaging, print, audio and video — Digimarc provides brands and retailers with one technology to facilitate mobile engagement at every touch point throughout the shopper’s journey. Every component of a marketing campaign — print ads, catalogs, direct mail, television and radio commercials, retail signage, product packaging and more — can be made interactive to facilitate deeper consumer engagement, build brand loyalty and drive immediate purchase opportunities. IN THE STORE ON THE GO AT HOME dmrc_shopper_marketing_D2.indd 1 7/26/13 12:53 PM Untitled-7 1 7/28/13 1:00 PM
- 3. Editorial Director BillSchober, (773) 992-4430 Executive Editor Tim Binder, (773) 992-4437 Managing Editor Linc Wonham, (773) 992-4432 Art Director/Production Manager Sonja Lundquist, (773) 992-4419 Contributing Editors Peter Breen, Sana Jafrani, Cyndi Loza, Rob Mahoney, Patrycja Malinowska, Samantha Nelson Contributing Writers Dan Alaimo, Michael Applebaum, Joe Bush, Anne Downes, Ed Finkel, Erika Flynn, Chris Gelbach, Sharon Goldman, DawnKlingensmith,NealLorenzi,AprilMiller,WayneNiemi,DanOchwat, BetsySpethmann Publisher Chuck Bolkcom, (773) 992-4420; cbolkcom@p2pi.org Associate Publisher Craig Hitchcock, (773) 992-4422; chitchcock@p2pi.org ADVERTISING SALES Craig Hitchcock, (773) 992-4422; chitchcock@p2pi.org Serving the Western United States Rich Zelvin, (773) 992-4425; rzelvin@p2pi.org Serving the Eastern United States, Canada, International Need help finding a supplier? We may be able to help. Send your email to shoppermarketing@p2pi.org and be sure to include a daytime phone number. Shopper Marketing (ISSN 1040-8169) is published monthly by the Path to Purchase Institute, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. Periodicals Postage Paid at Chicago, IL, and at additional mailing offices. POSTMASTER: Send address changes to ShopperMarketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440. Entire contents copyright © 2015 by the Path to Purchase Institute. Canada Post International Publications Mail Product (Canadian Distribution) Sales Agreement No. 40025274. Return undeliverable Canadian addresses to: Station A, P.O. Box 54, Windsor, ON N9A 6J5 or Email: cpcreturns@wdsmail.com CHANGE OF ADDRESS and other circulation correspondence should be mailed to: Shopper Marketing, Creative Data Services, 440 Quadrangle Dr., Suite E, Bolingbrook, IL 60440, or email clewis@cds1976.com for customer service. (Include your address label with all correspondence.) WHERE TO WRITE: Please direct all letters to the editor and other business/advertising correspondence to: Shopper Marketing, 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731. ARTICLE REPRINTS & E-PRINTS: Contact Quan Tran at (773) 992-4464 or qtran@p2pi.org. NOTICE: The Path to Purchase Institute occasionally uses the logos of various companies in its marketing materials. These include promotional brochures for events such as the Shopper Marketing Conference & Expo, the Shopper Marketing Summit, the Design of the Times Awards and others. The use of these logos does not imply sponsorship or endorsement by the companies identified by those logos, unless specifically noted as such. Executive Director – Chief Executive Officer Peter W. Hoyt, (773) 992-4456 Managing Director – Chief Operating & Financial Officer Chris Stark, (773) 992-4444 Managing Director – Member Services & Events Maureen Macke, (773) 992-4413 Managing Director – Strategy Steve Frenda, (773) 992-4461 Managing Director – Platforms & Publishing Chuck Bolkcom, (773) 992-4420 Managing Director – Content & Editorial Bill Schober, (773) 992-4430 PRODUCTION Director – Production Ed Ward, (773) 992-4418 Art Director/Production Manager Sonja Lundquist, (773) 992-4419 MARKETING Director – Marketing & Communications Michele Weston-Rowe, (773) 992-4440 Senior Manager – Marketing & Communications Brittney Winters, (773) 992-4441 Manager – Audience Development Stacy Stiglic, (773) 992-4443 Art Director Stephanie Beling, (773) 992-4442 MEMBER DEVELOPMENT & SERVICES Managing Director – Member Development Terese Herbig, (773) 992-4438 Director – Member Development Pat Burke, (773) 992-4465 Manager – Member Development & Event Sales Quan Tran, (773) 992-4464 Senior Coordinator – Member Services Cindy Hahn, (773) 992-4414 p2pi.org Editorial and Executive Offices 8550 W. Bryn Mawr Ave., Suite 200, Chicago, IL 60631-3731 PHONE: (773) 992-4450 FAX: (773) 992-4455 CONTENTS OPERATIONS Director – Finance & Accounting Mike Bernal, (773) 992-4445 Manager – Office Services/H.R. Crystal Stone, (773) 992-4447 Senior Coordinator – Administrative Services Ann Estey, (773) 992-4448 Staff Accountant Sajan Kuriakose, (773) 992-4446 INFORMATION TECHNOLOGY Director – Information Technology Jack Dare, (773) 992-4411 Director – Sites & Systems Rob Mahoney, (773) 992-4434 Coordinator – Digital Content Production Jean-Paul Masuda, (773) 992-4449 EVENTS & EDUCATION Managing Director – Professional Development Patrick Fitzmaurice, (773) 992-4466 Manager – Events Peggy Milbrandt, (773) 992-4412 Manager – Event Production & Marketing Stacey Bobby, (773) 992-4423 Manager – Member Development & Event Sales Quan Tran, (773) 992-4464 Director – Education & Faculty Administration Ronit Lawlor, (773) 992-4415 P2PI.ORG Associate Director – Content Patrycja Malinowska, (773) 992-4435 Associate Editor – Content Samantha Nelson, (773) 992-4436 Associate Editor – Content Cyndi Loza, (773) 992-4439 Associate Editor – Content Sana Jafrani, (773) 992-4433 PLATFORMS & PUBLISHING Managing Director – Special Content Peter Breen, (773) 992-4431 Director Craig Hitchcock, (773) 992-4422 Dir. – Market Development & Sales Rich Zelvin, (773) 992-4425 78 Report: E-Commerce Insights With the help of Clavis Insight, we examine the online retail environment surrounding the OTC launch of Flonase. 80 Ricci at Retail Joe reviews outside-the-box merchandising by ... • ES Robbins • Kryptonics • Shakespeare 81 Personnel Appointments 82 Institute Strategist While an executive declares it’s “business as usual” at Walmart, there are concerns that the retailer is cutting back on in-store displays. 4 Editorial: Peter Breen 6 Yoplait Is ‘Runway’ Ready General Mills launches Yoplait Signature Collection exclusively at Target with its cups dressed up in designer fashions. 6 Solution Provider News 10 Explaining ‘Reese’s Rules’ The Hershey Co. leverages comedian Jeff Foxworthy in videos that are part of a broad path-to-purchase campaign. 10 Making Sound Decisions Vizio rolls out semi-permanent displays to 685 Sam’s Club stores and select Costco locations to introduce its 21-inch 2.1 sound stand. SPECIAL REPORTS 12 Hall of Fame Q&A: David VanderWaal LG Electronics’ David VanderWaal is an in-store marketing thought leader recognized for his inspired shopper marketing work in the challenging durables categories. 20 Who’s Who in Digital Shopper Marketing This third annual report recognizes the brand and retail executives who are making significant progress in the areas of digital shopper marketing, e-commerce, social media and mobile marketing. 76 Report: Supply Chain Optimization, Part 1 Creating more ongoing, strategic partnerships around supply chain has myriad benefits, according to a survey conducted jointly by the Path to Purchase Institute, A.T. Kearney and Menasha Packaging. “Reese’s Rules,” Page 8 23 Guide to Digital Shopper Marketing An advertising supplement. 72 Feature: Programmatic Buying This feature brings you up to speed on programmatic advertising, which is expected to account for 48% of total spend this year for online display ads. 74 So-Lo-Mo A roundup of social, local and mobile marketing activity at retail from: • Facebook • Amazon.com • United Healthcare and Solutran • Subway and Turnstyle Solutions • Viggle Inc. and inMarket • PetSense and Shopatron • Ace Hardware • GSP Inc. • Endurance International Group and AppMachine So-Lo-Mo, Page 74
- 4. 4 SHOPPER MARKETINGMAY 2015 hile building the curriculum for our new Path to Purchase Leadership University over the last six months, we here at the Institute have spent a lot of time considering the concept of “shopper marketing,” in both the pragmatic and philosophical senses. That’s led us to a number of observations about the cur- rent state of the industry’s shared knowledge and under- standing. One is that we’re still lacking a unifying definition for “shopper marketing.” Yes, each organization should have a modified version that fits its own business model and cor- porate objectives. But the industry as a whole needs clearer common ground, a declarative rallying point that can im- mediatelysilencethosemarketingphilistineswho’ddismiss shopper marketing as nothing more than “better” trade promotion or, at best, next-generation customer marketing. Here’s the definition we propose in our courses … A cross-functional discipline designed to improve business performance by using actionable insights to connect with shoppers and influence behavior along the path to purchase. … with the boldface type identifying what we believe to be the most vital pieces. For the time being, we’re pre- senting this as a “working” definition and ask our course attendees to provide feedback – which I’ll also do here for anyone who’d like to send us their thoughts. A unifying definition would go a long way toward ad- dressing what I think is the most critical issue we’ve en- countered: that not enough organizations consider shopper marketing to be a bona fide go-to-market strategy. Longtime “students” of shopper marketing might re- member this graphical framework (see chart) as part of the work produced in 2010 by the Retail Commission on Shopper Marketing and published in “Shopper Marketing Best Practices: A Collaborative Model for Retailers and Manufacturers.” (Visit P2PI.org to read the report.) It was used originally to illustrate how deeply strategic ABBOTT LABORATORIES • JessicaKrauser,Senior Manager,ShopperMarketing • JamieLaRue,Director, PediatricCommercial AnalyticsatAbbott ACCO BRANDS • ElleryFischer,Director, E-Commerce • GaryLazicki,U.S.Marketing, RetailMerchandising • MarkSeeley,Senior MerchandisingManager ACH FOOD COMPANIES • AaronNewhouse,National ShopperMarketingManager ALBERTSON’S&SAFEWAY FAMILY OF STORES • DebFifles,VP,Consumer& ShopperInsights • DimitriHaloulos,GroupVP, ShopperMarketing • KarenSales,VPofShopper Marketing ALCON • JeremyBrown,Senior Manager,ShopperMarketing • MarkMcKeon,Associate Director,Category& ShopperInsights • ShawnMillerick,Headof Marketing,U.S.OTC ANHEUSER-BUSCH • JohnOros,Directorof CategoryLeadership& ShopperMarketing • MelissaVanVickle, ShopperInsightsManager BARILLA AMERICA • KimberlyHumann,Shopper MarketingManager • NinaMlynek,Shopper MarketingManager • DebbieZefting,Director, Customer&Shopper Development,NA BAYER HEALTHCARE • DominiqueBruno, ShopperMarketingManager • SusanHayes,Director, CustomerandShopper Engagement–Walmart • RichardHorris,Senior ShopperMarketingManager BEIERSDORF INC. • LauraCammarota,Senior ShopperMarketingManager • DanielTheroux,Manager, Business&Competitive Intelligence BIG HEART PET BRANDS • DavidKnoepfle,Director ofShopperMarketing& Activation • ToddNettleton,VP,Market DevelopmentOrganization • MacTillman,VP,Marketing BROWN-FORMAN CORP. • BillHensler,Director,Sales& MarketingOperations • BobKrall,VP,ChannelSales Director,CasualDining • JulieLynnYork,GroupManager, PartnershipMarketing CAMPBELL SOUP/ PEPPERIDGE FARM • DebPiaseczynski, SeniorGroupManager, ShopperMarketing • ShellySinas,Directorof CustomerEngagement& ShopperMarketing CAPRE GROUP • AnneChambers,CEO • KristiRoss,Principal CATAPULT • PeterCloutier,CMO • JoeRobinson,President CHURCH&DWIGHT • DanBracken,Director, MarketingServices CLOROX CO. • DavidCardona,Directorof ShopperMarketing,CAS& MulticulturalCapabilities COCA-COLA CO. • JohnMount,VP,Commercial OperationsandMarketing • ChristopherRussell,Group Director,ShopperInsights • RachelSmith,AVP,Shopper Marketing&Planning COLGATE-PALMOLIVE • BarryRoberts,Director, RetailShopperSolutions& E-Commerce • BradWatt,WorldwideDirector, GlobalShopperMarketing • MarciGrebstein,VP, Marketing&BrandStrategy • NeilNorman,Managerof CustomerLoyalty FRITO-LAY INC. • JanelleAnderson,VP, ShopperMarketing • ShelleyPisarra,SeniorDirector, ShopperInsights&Strategy • JeffSwearingen,SVP,Portfolio Marketing&Analytics GENERAL MILLS INC. • BrianKittelson,Directorof IntegratedShopperMarketing GEOMETRY GLOBAL • CarlHartman,CEO,NA • ScottMcCallum,President, ShopperMarketing,NA GEORGIA PACIFIC CORRUGATED • DouweBergsma,CMO • LauraKnebusch,Senior Director,ShopperInsights& Marketing,NACP • JohnPfalzgraf,Director, ShopperInsights,NACP GFK • JoeBeier,EVP • SarahGleason,SVP, Shopper&RetailStrategy GLAXOSMITHKLINE • JoeCadle,Director, ShopperMarketing • AngeloVeotte,GlobalCategory &ShopperMarketingManager GREAT NORTHERN INSTORE • BrianFiebig,VP,Marketing • MikeSchliesmann,SVP, BusinessUnitManager HEINEKEN USA • DirkDeVos,SVP, CommercialMarketing • JonathanSimpson,Director, CommercialMarketing HERSHEY CO. • RafaelAlcaraz,VP,Global AdvancedAnalytics,HR& Insight-DrivenSupplyChain Analytics • MichaelDePanfilis,General Manager,E-Commerce& ShopperMarketing • MichaelWeinstock,VP, GlobalKnowledge HUNTER STRAKER • JamesFraser,SVP • ChadGrenier,EVP, RetailMarketingServices IBOTTA • KaneMcCord,COO • DanWallace,AccountExecutive IN MARKETING SERVICES • ToddEngels,EVP, ManagingDirector • LisaKlauser,President, Consumer&ShopperMarketing INCONTEXT SOLUTIONS INC. • BrooksAugustine, ChiefCustomerOfficer • MarkHardy,CEO INTEGER GROUP • JennineFriess,Director, NetworkCommunications • NicoleSouza,SVP,Network BusinessDevelopmentDirector INTEL CORP. • ReneeNovello,Director, GlobalRetailShopper MarketingManager J.M.SMUCKER CO. • JillBoyce,VP,MarketResearch • JimBrown,VP,U.S.Grocery Sales • LizMayer,SeniorManager, ShopperMarketing& ConsumerPromotions JOHNSON&JOHNSON SALES AND LOGISTICS CO. • DanielleJenkins,Director, CategoryManagement& ShopperMarketing • JohnKing,SeniorDirector, TradeStrategyandOperations JOHNSONVILLE SAUSAGE • DanBaltus,Customer ResearchManager • BetsyBartlett,Consumer ResearchManager • JoeBourland,Director, StrategicInsights&Analytics KAO • JackieBishop,DirectorofSales • DianeIsler,SeniorManager, Insights&Category Management • JohnSullivan,VP,Sales KELLOGG CO. • AaronEllemen,Director, ShopperMarketing,Walmart • ScottHamric,VP, ShopperMarketing KIMBERLY-CLARK • AnneJenkins,Director, ShopperMarketing CONAGRA FOODS • TammyBrumfield,VP, ShopperMarketing • TomLisi,SeniorDirector, ShopperMarketing,Walmart CONSTELLATIONBRANDSINC. • CarlEvans,VPofTrade Marketing&Promotions • DaleStratton,VP, StrategicInsights CRISP MEDIA • TomJones,CRO&Founder • JasonYoung,CEO CVS HEALTH • ChrisAlmeida,SeniorDirector, ShopperMarketing& Experience • PeterBond,SeniorDirector, ExtraCare DEL MONTE FOODS • JenniferReiner,Directorof ShopperMarketing DELL • MaryFlanagan,Shopper MarketingStrategy • LoriPennington,Insights, ShopperExperience&Strategy • DanSeymour,Director, RetailMarketing DR PEPPER SNAPPLE GROUP • ScottBarcenilla,Shopper MarketingManager,East • SheilaBonner,VP, ShopperMarketing • RichardMoulton,Director, ShopperMarketing–Walmart, WestGrocery&C-stores E&J GALLO WINERY • RobertRuijssenaars,Director, CustomerMarketing • JohnSchoenecker,Director, ShopperMarketing ENERGIZER HOLDINGS INC. • MichaelLaw,SeniorDirector, CustomerStrategy&Planning • BethSt.Raymond,Directorof ShopperMarketing FCB/RED • TinaManikas,President • CurtMunk,SVP,Group PlanningDirector FOOD LION • LeslieAtkinson,Directorof BrandCommunications • JeffKjome,Director, ShopperMarketing • JillWienkes,SeniorManager, ShopperMarketingCenterof Excellence KRAFT FOODS GROUP INC. • SueCareyCoyle,Director, ShopperMarketing, GrowthChannels • JoanFrancolini,Senior Director,ShopperMarketing • ArtSebastian,CVP,Category Leadership&ShopperInsights LG ELECTRONICS • StewartHenderson,Manager, In-StoreMarketing/Brand MarketingHomeAppliances • RachelOlson,In-Store MarketingManager MARS CHOCOLATE US • SusanBarkalow,Shopper MarketingTeamLeader • NatalieSellfors,Shopper MarketingManager MARS PETCARE • JeffHingher,Shopper MarketingManager • DustinLehner,NationalTeam LeadforShopperMarketing& Insights MATTEL • BillBean,VP,ShopperInsights &CompetitiveIntelligence • MeredithJang,Director, ShopperInsights&Analytics • KevinKuehler,Director, CustomerMarketing MAXPOINT • TomDolan,VP,Enterprise Solutions • MattKnust,Director, ShopperMarketing MEIJER INC. • LannyCurtis,Director, CustomerMarketing • MichaelRoss,VP, CustomerMarketing& EmergingTechnology MENASHA PACKAGING CO. • BrianMumau,EVP, BusinessDevelopment • WillPhillips,Director, RetailInsights MEYER CORP. • IngridEllerbrock,Senior DirectorofConsumer& ShopperMarketing MILLERCOORS • DanHennessy,VP, ChannelMarketing • RoyceWills,Director, CustomerMarketing MONDELEZ INTERNATIONAL • SteveMcGowan,Directorof ShopperMarketing • MichaelTilley,Associate Director,ShopperMarketing& StrategicPartnerships • KimYansen,Director, FieldShopperMarketing NESTLÉ USA • JoeRadabaugh,Division VP,CategoryandShopper Excellence • JillSchermerhorn,Team Leader,ShopperMarketing • LinseyWalker, ShopperStrategist OWNERIQ INC. • RobScheckman,VP, NationalShopperMarketing • SteveUstaris,SVP,Marketing PEPSICO (BEVERAGE) • BryanJones,SeniorDirector ShopperMarketing • WilliamLangford,Senior Director,ShopperMarketing • EsperanzaTeasdale,Senior Director,ShopperMarketing PEPSICO (QUAKER) • JackieClifton,Director, ShopperMarketer • KatieSchiavone,Director, ShopperMarketing PERNOD RICARD USA • ScotHenderson,Director, CustomerSolutions • TimMurphy,VP,Marketing, AbsolutVodka • KarenQuach,Division MarketingDirector PFIZER • ChuckMeyer-Hanover, Director,ShopperCategory &Insights PHILIPS CONSUMER LIFESTYLE • KellyDowney,VP,Digital& ShopperSolutions • MonicaYoung,SeniorShopper MarketingManager PROCTER&GAMBLE • LynnNeal,NARetailStrategy Leader • StephanieRobertson,Associate Director,ShopperMarketing RAPID DISPLAYS • AlanFoshay,VP,NewBusiness Development • RayGottschalk,VP, NewBusinessDevelopment RB • SamGagliardi,Marketing Director,DigitalShopper Solutions The League of Leaders is an exclusive organization of industry thought-leaders dedicated to advancing the understanding of all marketing efforts that culminate at retail. • TarynMitchell,GlobalVP Sales,DigitalChannel • CherylPolicastro,Shopper MarketingTeamLeader RED BULL NORTH AMERICA INC. • MelissaLeggett-Accad, Director,TradeMarketing RETAIL SOLUTIONS INC.(RSI) • MarieJackson,CMO • MichaelQuinn,General ManagerofDigitaltoStoreROI REVTRAX • MelLiebergall,VP,Channel& PartnerDevelopment • JonathanTreiber,CEO ROCKTENN MERCHANDISING DISPLAYS • JonKramer,CMO • TimSullivan,VP,Sales SC JOHNSON&SON INC. • NicoleAbramson,Shopper MarketingManager • AmyDragland-Johnson, Director,ShopperMarketing • BrigitteShreiner,Senior ShopperMarketingManager SHELFBUCKS • JimBanks,VP,Sales • CatherineLindner,CMO SHOPTOLOGY • CharlieAnderson,CEO • JulieQuick,SVP,Headof Insights&Strategy SONOCO DISPLAY AND PACKAGING • MeganBekker,Directorof SalesandMarketingUS • PhilippeErhart,Division, VP&GeneralManager STARBUCKS SUN PRODUCTS CORP. • JenniferAdams,Director, ShopperActivation TEMPT IN-STORE PRODUCTIONS POWERED BY QUAD GRAPHICS • MikeDraver,President • MauraPackham,VP, Marketing&Communications THE MARS AGENCY • FernGrant,EVP, StrategicPlanning • RobRivenburgh,COO TIME INC.RETAIL • JenniferMarchant,VP, CustomerMarketing • BillRomollino,VP, ShopperInsights • TroyStratton,Directorof RetailOperations&Display TPN • SarahCunningham,Senior ManagingDirector,Client Service&Development • NancyShamberg,Managing Director,ShopperMarketing TYSON FOODS • WendyjeanBennett, Director,Customer MarketingSalesServices • ChristopherWitte,VP, CustomerDevelopment UBISOFT • PaulAudino,SeniorManager, ShopperMarketing UNILEVER • KevinFlagg,SeniorDirector ShopperMarketing • DawnHedgepeth,Marketing Director,U.S.SkinCare UNIVERSAL • JoeBattaglia,EVP • FranciscoDeJesús, President&CEO WALGREEN CO. • LouisDorado,Director, SpaceManagement, VisualMerchandising& BDMOperations • MindyHeintskill, SeniorDirector,Loyalty& VendorCollaboration • CheriseOrdlock,Senior Director,E-Commerce Planning&Analysis WALMART STORES INC. • AndyMurray,SVP,Creative • MattParry,SeniorDirector, ShopperMarketing • JamieSohosky,VP,US Marketing,General Merchandise,Softlines& Apparel WILLIAM WRIGLEY JR.CO. • ChrisBalach,TeamLead, ShopperMarketing& ConsumerPromotions • LenaLewis,SeniorManager, ShopperMarketing • KelleyWalczak,Senior AssociateBrandManager, ShopperMarketing, Walmart&Sam’sClub WORLD KITCHEN • SarahEbner,SeniorManager, MarketplaceExecution • RitaFinley,Director, Category&ShopperInsights • MichelleMalkin,VP,Customer Development&Packaging collaboration could be for both retailers and manufacturers. But it also works as an internal model for manufacturers, in which the “strategic alignment” reflects previously siloed marketing functions aligningaroundshopperinsightstodevel- op more effective, integrated plans rather than working independently or, at best, in separatestagesalongthepathtopurchase. The problem is that, even within some of the organizations that do view shopper marketing as an effective method of engagement, the practice is considered little more than a way to drive better results for retail programs. In terms of the framework, shopper market- ing is relegated to “Program Development” in the lower right corner and never moves up to become a strategic catalyst for the organization, as the Institute’s Patrick Fitzmaurice explains when presenting our courses. Kris Abrahamson of The Mars Agency (one of the Univer- sity’s collaboration partners) refers to this reality as “playing catcher,” with the shopper marketing group treated as an afterthought that’s forced to adapt brand strategy long after it’s been determined further up the organizational stream. We’ve also heard it described as shopper marketing being the “Band-Aid,” the 11th-hour method of driving volume when the brand team’s original plan isn’t quite working. But using shopper marketing capabilities simply to drive short-term lifts as needed is kind of like using Eric Clapton to play rhythm guitar. The results might be pretty awe- some, but you’re wasting a whole lot of potential greatness. To be sure, there are true believers out there. The more pro- gressive organizations are making clear distinctions between shopper marketing and all those other tactical activities with which it gets confused. Participation in a retailer’s seasonal promotion is not shopper marketing, for instance. Neither is a price-focused feature-and-display program for a brand. However, when that brand works with the retailer to develop a strategic seasonal program designed to influence shopping behavior, and maybe uses feature and display as part of an integrated tactical plan, well now you’ve got shopper marketing. Speaking from the keynote stage at the Shopper Market- ing Summit in March, the Institute’s Peter Hoyt relayed a comment he’d recently heard from Robert Kennedy of Re- tail Strategy Partners: “If shopper marketing isn’t working for your organization, it’s not the shopper marketing that’s failing. It’s the organization.” Shopper marketing shouldn’t be pigeonholed as a tactical method of improving short-term sales lifts at retail. It needs to be understood as a holistic go-to-market strategy that influences all areas of marketing and can deliver long-term, brand-building results. That’s where the real potential lies. But shopper marketing can’t do that when it’s stuck in a corner. Through the University, we’re trying to get it out of there. We hope you’ll help. SM EDITORIAL Peter Breen is managing director – special content for the Path to Purchase Institute. He can be reached at (773) 992-4431 or pbreen@p2pi.org. W It’sIntheWayThatYouUseIt
- 5. ©2015FCBWorldwide,Inc. we are the shopper-first brandagency Every interaction is an opportunity to build a brand and change shopper behavior. FCBRED.com
- 6. PROGRAMS6 SHOPPER MARKETINGMAY 2015 SOLUTION PROVIDER NEWS Study Shows Big Jump in Shopper Spend Retail and CPG marketing research firm Cadent Con- sulting Group, Wilton, Connecticut, has released a new study showing that shopper marketing spending more than doubled between 2012 and 2014. Based on the re- sponses of 1,000 manufacturers, retailers and shoppers, the study revealed that spending increased from 6% of CPG manufacturers’ overall marketing budget to 13.5%, representing a $17 billion lift. During the same time period, digital marketing spend- ing increased from 7.1% of the budget to 12.5%, while spendingontraditionalpromotiondroppedfrom49.8% to 43.9%; spending on traditional advertising dropped from 25.4% to 22.2%; and spending on traditional con- sumer promotion dropped from 11.7% to 7.9%. Partners Combine CPG Data Resources: Kantar Shop- com, a Wilton, Connecticut-based analytics division of Kantar Retail, has partnered with shopper insights pro- vider IRI, Chicago, to integrate Kantar’s retail purchase transaction loyalty card data with IRI’s national consum- er panel data and point-of-sale transaction data. The partners say their combined assets will deliver the most complete coverage of the CPG data land- scape to create a portfolio of multi-channel targeting and measurement solutions. “We can now apply not only sales lift but also the all-important causal variables such as price, distribution and in-store promotion,” IRI president and CEO Andrew Appel said in a statement. Nielsen Gets Closer Look In-Store: Retail perfor- mance measurement provider Nielsen, New York, has partnered with RetailNext to bring the San Jose, Cali- fornia-based company’s proprietary technology on in- store analytics to Nielsen’s retail client base, including grocery, mass, drug, conve- nience, dollar stores and more. RetailNext uses cameras and mobile-based technologies to provide comprehensive mea- surements of shopper activities in-store. Combined with Nielsen’s sales performance, promotion, pricing, mer- chandising and assortment information, the technol- ogy should offer retailers and manufacturers a deeper understanding of shopper behavior. OwnerIQ Taps RSi For In-Store Sales Data: Boston- based programmatic ad platform OwnerIQ recently partnered with Mountain View, California-based POS analytics firm Retail Solutions Inc. to integrate RSi’s retail store-level intelligence and sales data with Own- erIQ’s pool of targeting and ana- lytics data. The companies say that CPG brands and retailers can maximize the impact of their promotions by com- bining RSi’s store-level UPC sales and inventory data from more than 150,000 store locations with OwnerIQ’s vast retail shopper data. Brands can also run different programs in targeted ZIP codes in order to determine which stores respond best to which deals. NAM Partners With OwnerIQ: Promotional marketing services company News America Marketing, New York, has teamed with OwnerIQ to introduce News America Pro- grammatic Advertising. The new offering is a response- drivendigitaldisplayproductthatcombinesNAM’sgeo- scoring system with OwnerIQ’s expansive shopper data to provide precise delivery of impressions for clients. Send your solution provider news – new projects and programs with brands and retailers – to lwonham@p2pi.org. By Joe Bush Minneapolis — In a bid to recover the Yoplait brand’s cat- egory share lost to the rise of Greek yogurt, General Mills dressed up Yoplait’s iconic tapered cup in designer fash- ions. During an exclusive run at Target stores in January and February, the Yoplait Signature Collection included its most popular flavors paired with unique designs from Christopher Straub, an alum of the sixth season of Lifetime Channel’s “Project Runway” cable series. The campaign included online and social media tactics, and the collection was showcased at a February event in New York City during Mercedes-Benz Fashion Week. Attendees enjoyed samples and browsed the cup designs along with the dresses and sketches that inspired them. Straub also revealed the two custom gowns he created using Yoplait cups and lids. Cone Communications, Boston, spear- headed public relations for the cam- paign as well as the event. The Yoplait Signature Collection included six flavors – strawberry, harvest peach and orange creme from the Yoplait Original product line and blueberry patch, key lime pieandstrawberries’nbananasfrom the Yoplait Light line. Those flavors made sense for their popularity, color difference and strength of dis- tribution, says Yoplait shopper mar- keting manager Andrew Lainsbury. The personal choices inherent in fashion drove a campaign that was a natural for social media en- gagement and interaction with con- sumers, Lainsbury says. The main digital components were a splash page at Yoplait.com/Target, and in- vitations to share selfies with favor- ite cups on Instagram and Twitter using a #YoplaitStyle hashtag. Straub monitored the hashtag selfies and sent customized sketches to those users whose photos inspired him. “We’ve really seen an explosion of social media engagement, and it’s interesting to see how people are re- sponding and interacting with the campaign,” says Lainsbury. “This campaign is very much about help- ing invite Target guest interaction in kind of a unique way. We believe that the storytelling behind the campaign is helping to elevate it be- yond just the transactional.” Out-of-storeelementsincludedYouTubevideosofStraub explaining the ideas behind the designs, as well as banner ads and placement in Target circulars, on Target.com, on the retailer’s Cartwheel mobile savings app and on Straub’s personal website. In-store activation included refrigerated endcap displays, header cards and shelf strips. General Mills chose Target as its retail partner because of its record with visual effects. “We knew that Target has a successful history of celebrating breakthrough design in lots of other categories,” says Lainsbury. “We believed this campaign would be a great opportunity to really help bring new awareness and energy to the yogurt aisles. By making it exclusive to U.S. Target stores, we thought it could be positioned as something that would also drive guest traffic and loyalty.” Lainsbury says General Mills focused on as wide of a consumer base as possible, thinking more in terms of cul- ture, the human attraction to creativity and the individu- ality of fashion choices. “We tried to come up with some- thing that would really relate to anyone who appreciates the power of bold design; anyone who likes to celebrate their style, which is one of our campaign messages, and also anyone who might enjoy delicious snacks that make a statement,” he says. “We made it very broad-based in intent because we knew there were lots of new users as well as lots of lapsed users, and we wanted a campaign that could really bring things together.” Insights began the process, says Lainsbury, and once General Mills chose Target, more of the campaign and col- laboration with Straub fell into place. “As soon as this idea started to come to life as a Target-specific campaign, we really used as our starting point Target’s brand promise, ‘Expect More, Pay Less,’” he says. “We know that in a routine category like yo- gurt, bringing together a designer part- nership and trendy packaging to the shelf is important, but we also know that being able to maintain an afford- ablepricepointwouldhelptodeliveron the promise. We wanted to make sure we were grounded there.” Lainsbury says the campaign goals other than sales lift were to revitalize the regular yogurt segment after a pe- riod of it taking a backseat to Greek yogurt, and to bring back lapsed users to old favorites. “We wanted to reduce the barriers to trial of regular yogurt by providing the Tar- get guests something extra special,” he says. “In this case, we thought the designer packaging would help fit the bill.” General Mills will judge the campaign on lift during the promotion, impact at Target, earned media impressions, website visits and average time spent on the splash page to test engagement levels. “One of the things we’re definitely looking at in this first iteration is to understand how did it perform, do we feel good about it, and its performance at Target,” Lainsbury says. “We’d love to be able to continue it if it’s something that hits our success metrics.” Digital help for the splash page came from General Mills’ in-house content design studio, Studio G, for de- sign, and WPP, New York, for development. Banner ad partners included Studio G for design, and Zenith, New York, for media. UltraCreative, Minneapolis, helped with creative. SM Yoplait Cups Ready for the ‘Runway’ GeneralMills’yogurtbrandlaunchesTarget-exclusivedesignstoattractbothnewandoldconsumers BRAND: Yoplait KEY INSIGHTS: With the rise of Greek yogurt, the Yoplait brand lost category share. There are a lot of “lapsed users” of the brand’s products. Target has a successful history of celebrating breakthrough design in various categories. ACTIVATION: General Mills partnered with Target for an account-specific campaign launching a “Signature Col- lection” of Yoplait’s most popular flavors with specially designed packaging by Christopher Straub of cable series “Project Runway.” In-store activation included refrigerated endcap displays, header cards and shelf strips, while ex- tensive social media engagement drove the out-of-store portion of the campaign. General Mills launched the Yoplait Signature Collection exclusively at Target in early 2015, while showcasing designer Christopher Straub’s creations during Fashion Week in New York.
- 7. For more infovisit www.incontextsolutions.com or call 312-462-4198 Yes, It Is That Easy To Break Through With Your Ideas. ShopperMX™ puts virtual in your hands to bring concepts to life at the speed of thought, and get the “why behind the buy” for confident decisions at retail. Faster, Smarter, More Profitable Decisions At Retail
- 10. avid sports enthusiastsas well as more ca- sual fans such as moms who want to in- clude Reese’s products into creative experi- ences with their families through recipes, crafts, party planning and snack options. “‘Reese’s Playoff Pandemonium’ has something to offer both of these consum- ers by communicating to them in the places where we know they’re already engaged – in-store, online and social channels,” says Eric Snyder, consumer promotions man- ager for Hershey. “We’re able to provide them with useful, entertaining information and also reward them for their engagement with the coupon and bonus snacking and recipe ideas.” Out-of-store drivers for the campaign in- cluded digital media, videos on social and mobile, e-newsletters, the GoReeses.com promotional site, and the mobile texting campaign that prompted the coupons. In- store POS, which ran across all materials and featured “Ref” Foxworthy in an inte- gratedthemewiththeonlineandsocialma- terials, prompted shoppers to grab Reese’s products for their game-day gatherings. Specific in-store components included a “Ref” Foxworthy standee provided by Strine Printing Co., York, Pennsylvania, as well as lug-ons that looked like penalty flags, floor mats, shelf danglers, recipe tear- pads and merchandising units with cus- tomized headers, all provided by Hershey PrintShop, Hershey, Pennsylvania. “Playoff Pandemonium” complemented Reese’s existing college football partner- ships and seemed like a natural fit for the brand, Snyder says. “The message was con- sistent to grow association of Reese’s with the football playoff occasion, increasing purchases and frequency.” SM PROGRAMS10 SHOPPER MARKETING MAY 2015 By Ed Finkel Hershey, Pa. — The Hershey Co. complemented Reese’s status as an official sponsor of the first-ever College Football Playoff by executing a “Playoff Pandemonium” campaign last winter that coincided with the four-team playoff to determine a champion. Reese’s dispatched comedian Jeff “Ref” Foxworthy to explain “Reese’s Rules” to fans through videos that were part of a broader path-to-purchase cam- paign. For example, Reese’s Rules say tackling is permitted when some- one grabs the last Reese’s Minia- ture; pass interference may be called if you don’t share your Reese’s Minis; and, when noshing on Reese’s Pea- nut Butter Cups, always go for two. “Jeff Foxworthy has entertained millions with his comedy for more than 25 years,” says Reese’s senior brand manager John Maitrejean, “and he’s the largest-selling comedic recording artist in history. So we believed he was the per- fect choice to bring some entertainment to a heated and intense playoff season.” Consumers were encouraged to share their own witty rules – or Reese’s-related images – using a #ReesesGameday hashtag, while an in-store SMS text campaign en- abled them to ask for both additional “Re- ese’s Rules” and a coupon for future Reese’s purchases. The campaign aimed to reach Reese’s Sweetens ‘Playoff Pandemonium’ Comedic referee explains how to make the brand part of game day during college playoffs By Wayne Niemi Irvine, Calif. — When consumer electron- ics manufacturer Vizio was preparing to introduce its new 21-inch 2.1 sound stand last summer, the company’s marketers knew there would be a unique challenge in producing an in-store piece around the audio system’s subwoofer. Vibrations from the speaker could weaken the display, or worse, the display housing could muffle or distort sound quality. Both scenarios were major concerns as Vizio sought to roll out semi-permanent units to 685 Sam’s Club stores and select Costco locations, fulfilling an in-store vision forthebrandthatseniordirectorofmerchan- dising Victor Shu and his team work hard every year to create. “We use a broad range of consumer studies, market insights and mystery shop data, along with retailer in- sights and requirements to shape our P-O-P and merchandising strategy,” says Shu. “The display is an integral part of Vizio’s in-store marketing efforts year after year, especially for products such as the sound stand that encourage customer interaction.” Vizio entrusted the design project to Bur- bank, California-based Origin, but sound quality wasn’t going to be the only chal- lenge for the P-O-P firm. The manufac- turer’s in-store budget for the sound stand required senior account manager Matt Weston and the Origin team to get creative. “We were given a budget that was certainly challenging,” Weston says, “so we had to design into that cost. What we were able to accomplish was a premium display, and certainly an upgrade to what they’ve done before. We were able to use new, upgraded materials while maintaining Vizio’s budget constraints.” The necessity to use differ- entmaterialsforthe2.1launch relates back to the issue of in- store customer interaction with the product and the pos- sibility that very high volumes could potentially compromise the stability of the display. “The key requirement was that whatever we created had to ensure there was no vibration from the speaker, even when turned up to 11,” says Weston. “We couldn’t use metal hardware because it could come loose.” Origin tested other options until it came up with a one-piece, urethane foam base with a medium-density fiberboard back panel. “After we were happy with the foam and we did our testing,” Weston says, “I took it to the client. Their sound engineers are literally the ears of the company. They listened to the sound quality and gave it Vizio Makes Sound Decisions P-O-P firm’s design solution props up manufacturer’s merchandising strategy at Sam’s, Costco BRAND: Reese’s KEY INSIGHTS: Sports enthusiasts as well as casual fans such as moms want creative experiences with their families through recipes, crafts, party planning and snack options. These individuals are engaged in-store, online and in social channels. ACTIVATION: Comedian Jeff Foxworthy appeared in videos on social media while an in-store SMS text campaign gave shoppers access to additional “Reese’s Rules” and coupons for future purchases. In-store POS featured Foxworthy in an integrated theme. MANUFACTURER: Vizio SOLUTION PROVIDER: Origin MERCHANDISING CHALLENGE: To cre- ate an interactive in-store display for the 2.1 sound stand audio system that allows shoppers to test the full range of volume without distorting the sound or compro- mising the display. ACTIVATION: The manufacturer rolled out semi-permanent units to 685 Sam’s Club stores and select Costco locations, achieving the highest compliance rate for a Vizio display. to the base with three screws and plug it in.” On top of that, Weston says Origin hasn’t received a single report of units damaged during shipping or failure on the store floor. “That’s especially pleasing,” he says. “Even the push buttons we used looked great and have proved to be resilient to everyday wear and tear.” The displays began shipping to stores in August and were slated to remain for six to nine months. Shu said the full success of the display would be evaluated based on five criteria: design and implementation; durability; cost and timing; compliance rates; and sales impact. Weston says that the development of the display could have a lasting impact on Vizio’s future in-store efforts. “The ure- thane foam was a resounding success,” he says. “We were able to use it to make some- thing that looked great, sounded great and was really easy to set up.” SMThe Vizio display that recently appeared in Sam’s Club and Costco proved to be a key component to the launch of the 2.1 sound stand. their approval.” The collaboration of Vizio’s research and Origin’s innovative design paid off. Accord- ing to Weston, the display had the highest compliance rate of any in Vizio’s history – as high as 65% to 75%, compared to Vizio’s average of 25% to 40%. Weston attributed the success in place- ment to the fact that the 25-inch-wide by 18-inch-high display shipped nearly fully as- sembled. “We shipped it with the product alreadymountedtothedisplaybase,”hesays. “All[retailers]hadtodowasattachtheheader The “Playoff Pandemonium” campaign targeted serious and casual sports fans by engaging with both groups in-store, online and through social media channels.
- 11. MAY 2015 SHOPPERMARKETING PROGRAMS 11 APPLIED LEARNING TO EMPOWER YOUR SUCCESS Structured professional development courses designed to help individuals become peak performers in shopper marketing-related roles For more information contact Stacey Bobby at sbobby@p2pi.org or (773) 992-4423 An exclusive benefit for Institute Members TO LEARN MORE & REGISTER TODAY: www.p2pi.org/leadershipu Who Should Attend: All professionals whose jobs impact path to purchase success including: > Brand Marketers > Shopper Marketers > Customer Marketers > Sales/Category/Management Leaders > Buyers/Merchants > Insights Professionals > Agency/Solution Providers Coming to a City Near You: Minneapolis, MN.....May 13-14 Chicago, IL ...............Jun. 24-26 Atlanta, GA...............Jul. TBD New York, NY...........Sep. TBD Shopper marketing is not a department, it’s a discipline. Courses Include: SM 100: Fundamentals of Shopper Marketing SM 101: Principles of Shopper Behavior & Engagement SM 102: Effective Strategies for Developing Shopper Insights SM 103: Understanding Retailers SM 104: The Digital Landscape for Shopper Marketing Do you know all you need to know to keep up with this rapidly changing industry? older adult, Sales said. Quality, fresh and specialty selections are important to these customers along with a good store experi- ence. Sales explained that while the com- pany doesn’t plan to abandon this core cus- tomer, it now sees an opportunity to work toward targeting growing segments. “We are building shopper-targeted activation around reaching our best opportunity for the future,” she said. “This group is highly grocery involved and skews heavily to- ward Millennials and Hispanics. We want to provide relevant and engaging solutions for these shoppers.” The company will still plan and execute campaigns that are unique to a banner because they want to “stay true” to their brands, Sales said. “As you can see, we are in constant contact with our shopper base. Theseprogramsareeffectiveandimpactful.” Now the second largest supermarket op- erator in the United States, the Albertsons and Safeway Family of Stores maintains 2,230 stores spread across 34 states and the District of Columbia. The chain has been divided into 14 divisions with more than 250,000 employees. Sales explained that Albertsons Safeway sends out 67 million emails and has 6.8 million unique website visitors and 3.9 mo- bile visitors monthly. The new company’s stores net more than $57 billion in sales yearly, with more than 30 million consum- er transactions per week. SM help aid the process by: n negotiating scale marketing buys, n clearing brand and category approvals with merchandising, n coordinating a national plan, and n project managing all of the omnichannel touchpoints. “Our divisions are fully empowered and accountable in the market,” Sales said. “The national team serves and enables the divi- sion teams to help them compete and to provide strategic guidance to leverage scale and drive efficiency.” She encouraged brands to reach out with insights, innovations and overall interest in partnership programs. “We are also open to going off turf to meet with your corpo- rate marketing teams to brainstorm and plan for the future together,” she added. “We are very eager to collaborate with you.” The company’s overall goal is sales growth, according to Sales. “With our new, combined scale, just one extra item in the basket equates to more than $100 million more in sales. We want to work with you so your initiatives and your investment are reflected in our marketing approach.” Platforms that teams can partner on with the company include growing Safeway. com e-commerce solutions. “We support MyMixx and Just for U [digital coupon] platforms offering personalized, relevant digital coupon offers,” Sales said. “It’s defi- nitely going to be more complicated than it has in the past, but we think it’s worth it.” Three key priorities were outlined for Albertsons Safeway: n combining operations to build a national chain of local market leaders; n differentiated value proposition for cus- tomers; and n driving profitable growth through in- novation and expansion. Sales detailed the national events that will be held across both companies next year. These will include Albertsons’ “Mo- nopoly” and “Best Road Trip Ever” efforts and Safeway’s “Savor the Summer.” The current profile of the typical Albert- sons Safeway customer is a high-income, CORRECTION: On page 42 of the Aprilissue,thearticle“TargetWelcomes Brands That ‘Matter’” incorrectly stated that Procter & Gamble’s Pampers brand participated in the retailer’s “Made to Matter” platform. This photo, taken in a Salt Lake City Target store, suggested that Pampers had participated. Albertsons Continued from Page 1 Albertsons Safeway’s Karen Sales
- 12. HALL OF FAMEQ&A12 SHOPPER MARKETING MAY 2015 It’snot very oftenthat weseesomeone’s first jobrelated so closely to theiroverall body ofwork,but let’sfirst hearabout how you became interested in marketing. VANDERWAAL: Well, let’s see. I went to the University of Illinois and took a class when I was a sophomore in the advertising college that I really liked a lot. From there I just started to push more into the market- ing and advertising area and declared my major as a junior. That’s when my grades improved significantly – I made Dean’s List the next four semesters because I really liked what I was doing. Thiswasintheearly 1980s,so it’snot likely that you everheardtheterm“shopper marketing”inschool. VANDERWAAL: Right. I would say that in- store and shopper marketing in general was not something I was familiar with until my first job. David VanderWaal was inducted into the Hall of Fame in March at a ceremony held in conjunction with the Shopper Marketing Effie Celebration. The event was part of the Shopper Marketing Summit. VanderWaal was inducted along with Dirk De Vos, senior vice president, commercial marketing, Heineken USA; and Amy Dragland-Johnson, director, shopper marketing, S.C. Johnson & Son. De Vos was profiled in the March issue, and Dragland-Johnson was profiled in the April issue. Photos by Steve Hockstein HallofFame-calibercareers,inanylineofwork,arerarelyachievedwithoutthebenefitofafavorable assignmentsomewherealongtheway.Onitsown,fortuitoustimingwillneverreplacethetalentanddrive requiredtoreachthepinnacleofone’sprofession,butatsomepointalongaperson’spathtosuccess,the starsmustalignatleastwellenoughtooffersomelight.ForLGElectronics’DavidVanderWaal,partofthe 22ndclassoftheShopperMarketingHallofFame,thelightscameonrelativelyearly. Followinghis1983graduationfromtheUniversityofIllinois,VanderWaalacceptedajobinthe advertisingdepartmentatMaytag’sheadquartersinNewton,Iowa.Hisfirstassignmentwastoleverage LeoBurnett’snowlegendary“Ol’Lonely”adcampaignfeaturingtheforeverlonesomeMaytagrepairman tocreateadynamicin-storepresencethatwouldsellmorewashersanddryers.Today,VanderWaalisan in-storemarketingthoughtleaderrecognizedthroughouttheindustryforhisinspiredshoppermarketing workinthechallengingdurablescategoriesinwhichhebeganmorethan30yearsago. Whatheexplainswasa“sortofbreakthrough”solutionbackthenwouldtodayrequireanarsenal ofdigitallydriven,complementarystrategiestoachievesimilarresults.VanderWaalhasbuiltalegacy oncreatingsuchinitiativesandleadingtheirimplementationsacrossalltouchpointsalonganever- evolvingpathtopurchase.AtLGsince2007andnowthecompany’sU.S.vicepresidentofmarketing, homeentertainment/homeappliances,VanderWaalmetwithShopper Marketing managingeditor LincWonhaminearlyFebruaryathiscompany’sheadquartersinEdgewater,NewJersey. DAVIDVANDERWAAL
- 14. HALL OF FAMEQ&A: DAVID VANDERWAAL14 SHOPPER MARKETING MAY 2015 Tellusaboutthat. VANDERWAAL: Well, I took a job (ad- vertising coordinator) in the advertis- ing department of the Maytag Co., and that’s really where I cut my teeth on in-store. Maytag had an incredible em- phasis on the moment of truth, the last three feet. They were a premium brand and they were getting rewarded with high share of wallet. They believed – and rightly so – that they were getting a lot of it right there at the store level. So the company put an incredible amount of focus on P-O-P displays, demonstra- tions, floor sales associate training, ev- erything that really goes into – as P&G called it – that First Moment of Truth. Andyouweretaskedwithwhatexactly? VANDERWAAL: My first assignment there was really around how do we le- verage our brand spokesperson, which was “Ol’ Lonely,” at the store level. May- tag had this great umbrella campaign that Leo Burnett had created with “Ol’ Lonely” – one of the most iconic creative campaigns of all time – but when I got there in 1983, they weren’t really able to leverage it into the store. We did a life-sized “Ol’ Lonely” standup, made it out of foam core, and were able to figure out how to make it look really good. We put that out in 2,000 stores and it became a big success. It sounds old school, but it was sort of breakthrough at the time. And,justlikethat,youwerehookedonP-O-P? VANDERWAAL: Pretty much, yeah. I just re- ally started to like point of purchase and the action of where things really do get decided. didn’t think they had the marketing budget to create anything with impact. I did that for two years, and then I was recruited to come up here. So,youmovedherefromKansasCity inthe summerof2007tobecomeLGElectronics’ newseniormanagerofin-storemarketing, right? VANDERWAAL: Yes, I was brought up here to basically build out their shopper market- ing capabilities. At the time, and even now, a lot of companies still referred to shopper marketing as in-store marketing, so I was brought in to really build from the ground up in-store marketing as a competitive ad- vantage for LG. And wheredid youbegin? VANDERWAAL: We started pretty much from ground zero. This was a relatively new brand that had come to America in 2005, so a lot of the things that we now have out in the market, none of that existed. P-O-P was usually just a sticker. We started with a staff of two people and no process, and really just started building. Howisshoppermarketingstructured here nowcomparedto whenyou arrived? VANDERWAAL: Oh, wow. I think it’s really night and day, where we were and where we aretoday.Wherewewereisafunctionwhere people just did P-O-P stickers, and where we are today is true shopper marketing where Of course, at that time the digital world wasn’t what it is today, so all shopping deci- sions were made right there, in a physical store. I just really liked the energy of that. YoumovedtoIndianapolistoworkon Maytag’sJenn-Airbrand;wenttoKansas CitytoworkforHallmark;thenmovedto thevendorsidewithaP-O-Pfirmandlater startedyourownbusiness.Tellusalittlebit about that. VANDERWAAL: I really saw the need for ways that you could leverage in-store mar- keting with small budgets and get big re- sults, so the name of my consulting compa- ny was Big Stick Marketing. It was targeted for small to medium-sized businesses that Members of David VanderWaal’s team at LG include (from left) Stewart Henderson, senior manager of in-store marketing; Paul Woo, director of shopper marketing; Shannon DePinto, in-store marketing manager; Rachel Olson, shopper marketing manager; Aimee Martinez, consumer insights manager; and Doug Loretucci, director of consumer insights.
- 15. DETAILFREAKDETAILFREAK“THEY SAY I’MMORE DEMANDING THAN OUR CUSTOMERS. I’M NOT HAPPY UNTIL THE LAST PRODUCT IS SHOPPED FROM THE DISPLAY.”I’M NOT HAPPY UNTIL THE LAST PRODUCT IS SHOPPED FROM THE DISPLAY.” NANCY FORBES-CASTANEDA ACCOUNT COORDINATOR, TEAM LEAD The devil is in the details. Great Northern Instore is the “go-to” resource for retailers and CPG manufacturers who value a “can-do” attitude. We understand that execution of program requirements, turning on a dime and expediting decision-making is the way to manage cost, quality and delivery. Need a few detail freaks? No problem; we’ve got a deep bench. Call us at 800.558.4711. greatnortherncorp.com | Where Insights and Marketing Intersect Where Insights and Marketing Intersect Where Insights and Marketing Intersect Where Insights and Marketing Intersect FIRST CHOICE SECOND CHOICE
- 16. HALL OF FAMEQ&A: DAVID VANDERWAAL16 SHOPPER MARKETING MAY 2015 it starts with insights. We’ve got a strong re- search department where we do a lot of store and shopper research both on physical and digital path to purchase, and build those in- sights into activations. So now we have built it to, I would say, best in class – at least in our categories. And we really use it as a competi- tive advantage with our retail trade partners. DoyouinterfacemuchwithLG’sother global marketing executives? VANDERWAAL: We do get together in global marketing conferences about twice a year, so we have some good opportunities to learn from one another. We do talk about shopper marketing at those, but one thing that is interesting is that the actual “path to purchase” is very different from one culture and country to the next. How so? VANDERWAAL: Here in the U.S. and also somewhat in Europe, we as manufacturer brands are renters and not owners of the retail space itself. In Asia and South Amer- ica it is more of a brand shop, and you are not really a renter. It’s like a bazaar where you’ll actually own the space and you can do what you want in that space. What happens here in the U.S. – and I think a lot of the path-to-purchase people reso- nate with this – the negotiations and the win-wins that you have to get with retail here are paramount to success. Because you can’t do it without them and, frankly, I think the smart retailers know they can’t do it without us, either. So, the magic po- tion is finding that balance between win- win for the retailer and win-win for the brand. Generally speaking, how do you find that balance? VANDERWAAL: What we try to do is look at the category, not just a brand shift. Because ultimately, retailers don’t care which brand sells; what they really want is to drive their store sales and their category sales. And then we’re also trying to understand what are the barriers that they are experienc- ing in their competitive set versus our own competitive set. We are trying to under- stand so we can say, “OK, Mr. Best Buy or Mr. Home Depot, we think that you can sell more washers if you do this, and we think you can sell more televisions if you do this. Here is the insight, here is the re- search that supports this.” And dealing in durables or considered purchases adds a different twist to the dynamic, right? VANDERWAAL: It’s a high-risk, high-ticket item, so you have to recognize that people don’t buy it every day and, for the most part, they are not in the shopper mode ev- ery day, or every week, or every month like a CPG category. You’ve got to be at the right place at the right time with the right mes- sage because a lot of it is fueled by a need that is outside of your control – probably a fix or an upgrade. Sowhat’sthegeneralstrategyforin-store? VANDERWAAL: You have to create a store experience that does a lot of things because www.dot-awards.com Winning the Design of theTimes would make me the envy of the office. Celebrating the most effective in-store activations, displays and campaigns, and recognizing their critical role in any successful shopper marketing initiative. Sponsored by: ENTRY DEADLINE: JUNE 5, 2015 15DOT_ADV_SM05.indd 1 4/8/15 4:07 PM
- 18. HALL OF FAMEQ&A: DAVID VANDERWAAL18 SHOPPER MARKETING MAY 2015 now with its bigger brands, whether it is physical space or identification that, “Here’s wherethegreatbrandsare.”Ireallythinkthe retailerswedealwitharestartingtocelebrate the brands they carry, the portfolio itself. WhereelsebesidesBest Buy areyou experiencing this? VANDERWAAL: I think you are starting to see it more in Walmart, and that is prob- ably a spillover from other CPG influences there. But in the electronics area, you are see- ing more celebration with endcaps that are branded instead of just televisions on a wall. They are giving brands more opportunities to tell their story. Lowe’s is looking in their appliance area to get more brand identifica- tion and brand pods, if you will. Historically, appliances have been merchandised togeth- er by type of appliance instead of by brand blocks, and now they are exploring what wouldabrandblocklooklike,wherewehad an LG and a Whirlpool and a Samsung, etc. What advicewould yougivesomeone entering the shopper marketing discipline right now? VANDERWAAL: Drink it in. I mean, what an exciting specialty to be in right now. Even in the last five years, the transition to beyond physical stores, now path to pur- chase and the interplay between digital and physical. It is really exploding, and people that get good at it and understand the insights and how to take insights to activations are going to be extremely attrac- tive, are going to have great careers. SM TITLE: U.S. vice president of marketing, home entertainment/home appliances CAREER PATH: VanderWaal arrived at LG Electronics in 2007 with the title of senior manager of in-store marketing and the task of building out the company’s shopper marketing capabilities in the U.S. Today, he leads a marketing team of 45 members and has eight direct reports who handle all marketing touchpoints for home appliances and home entertainment products. He began his in- store marketing career working with the durables categories for Maytag Co. He has also worked for Hallmark Cards, on the vendor side with P-O-P firm Sandy Inc., and launched his own business, Big Stick Marketing, before coming to LG. EDUCATION: VanderWaal holds bachelor’s degrees in marketing and advertising from the University of Illinois at Urbana-Champaign. DAVIDVANDERWAAL you have different shopping trip needs each time. You have some people who are very early and they are dreaming about maybe a new kitchen or a new television, and you want to inspire them – you want to make them dream and think about what could be, even though they are not ready to buy. Then you have the next phase where they are really into the selection, so you’ve got to be able to give them some key category decision points to help educate them on what’s the right choice. Then you also have to have the ability to give closing messages that have deeper information – reviews, detailed specs, things like that. You really want to do all three of those things in-store. Howaboutadigitalstrategyforearlier alongthepathtopurchase? VANDERWAAL: Durables are decided in the first 25% of the shopper journey, and that’s why we work so hard on the digital side. For us being a new brand, we usually enter consideration sets a little bit later because our awareness level isn’t as high as some of our competitors. Then, especially strong consideration becomes a key metric for what shopper does for us – are we able to enter into that consideration set? So it’s like a horse race – the horses have broken out of the gate ahead of us and we’ve got to catch up by the first turn. Because when they round the second turn, we’re probably not going to get there. It’s an interplay – there are store visits but there are also a lot of digital visits that happen early on, and we are trying to break into that consideration set – that’s one of our biggest KPIs. Whatotherkindsof digitalinformationare you gathering? VANDERWAAL: We also gather behavioral consideration on the digital side. We cat- egorizethingslikewhenyougotoaproduct detail page or where you buy on a retailer site, and those become different behavioral considerations for us. So if 12% of the over- all television business is bought online and 8%oftheappliancebusinessisdoneonline, we know that’s not the real story because 35% are actually looking and shopping and making their decisions online – Webroom- ing. For us, then, really understanding how we can be not just present early with our manufacturer website but also engaging with SEM and certainly the retailer sites becomes really key for our success. Canyougiveusanexampleofaproject that makes you particularly proud? VANDERWAAL: I’d probably go back to LG’s personal shopping assistant from 2009. That’s the project I’m most proud of in my careerwherewecreatedaninteractivekiosk that addresses all these different trip states. There’sagreatlifestyle-drivenvideoforvery early in the process and getting inspired; a select tool with lifestyle-based questions and recommendations for people more in the middle; the ability for people close to closure to compare models instantly; and you can take a snapshot of a QR code and text it to your partner to say this is the mod- el I’m looking at. So we had a little bit of omnichannel going on – and, remember, this was 2009. We ended up rolling it out to 1,000 of the biggest stores and to this day we are still out there. The next step is to get them Wi-Fi-enabled because right now they all work off their own hard drives. Then we will be able to drive dynamic con- tent, whether it’s sale offers or sponsorships like the NCAA. DoesLGhaveshopperprofiles? VANDERWAAL: We have our target, of course, and we’ve profiled both him and her pretty deeply. But then from there, in- stead of profiles by shopper, we do it by trip type. What is the mission of the trip? Our home appliance target is a woman named Hanna, but Hanna has different trip mis- sions so we have to accommodate her in different ways. And on the home entertain- ment/television side, the target is Hank, and Hank also needs to be treated in differ- ent ways depending on where he is on the path to purchase. Itseemsliketheretailershavebackedoff a little from the extensive shopper profiles theywereusingafewyearsback.Isit becausethey’rerelyingmoreonthe brands nowforprofiles? VANDERWAAL: I can’t really speak categori- cally for the retailers, just the ones that I deal with, and yes, I haven’t seen them pro- filing their consumer in the same way it was happeningfiveyearsago.Ithinksomuchof what’s going on – and this is where the chal- lenge is – I mean, who really owns the path to purchase for a brand? Because the retailer is a brand now, too. Are you handing it off at some point? If an LG brand advocate or a person that you want at some point goes to a Home Depot, are we saying, “OK, now it’s a Home Depot experience?” I don’t think so. It is jointly owned at that point, and so the brand is what they are buying on the front end. We at LG, at least, are trying hard to create ways the retailer can ride the momentumwe’rebuilding.Whoistheright target for an LG customer and consumer? It is younger, more affluent people – and those are the people you want anyway. So ride that wave and those are the people you should be targeting, at least with LG. Maybe the extreme retailer profiling wasaphaseonitswayoutnowthat communication between brands and retailers has become more sophisticated. VANDERWAAL: Yes, and what I’m seeing, though – and I like this – is that, at least the retailers we are dealing with, are coming back to celebrating brands again. And that, I think, is a recognition that brands do mat- ter. For example, Best Buy is doing a lot more 2015 Inductees LG’s David VanderWaal poses with fellow inductees Amy Dragland-Johnson of S.C. Johnson & Son and Dirk De Vos of Heineken USA at the Hall of Fame ceremony on March 17 in Schaumburg, Illinois. For a list of the 65 Hall of Fame members inducted over 22 years, visit www.p2pi.org/article/hall-fame.
- 19. Increase your merchandisingappeal at retail For more than 100 years, Sonoco has taken great pride in our ability to “deliver on the promise.” Whether we’re designing eye-catching displays or creative packaging to help your product stand out, or developing supply-chain solutions to improve productivity and profitability, Sonoco Display and Packaging is committed to superior service, exceptional quality and unmatched innovation. Call 201/612-4010 or visit www.sonoco.com/productsandservices/displaypackaging.aspx to learn how we can deliver on our promise to you. Delivering on the Promise: SonocoDisplayandPackaging Robert Bosch Tool Corporation Dremel® Micro™ 8050 National Launch Displays 2015 POPAI OMA Silver Award Recipient
- 20. 20 ing and marketingteams to ensure we have a cohesive plan thatresonateswithourguest.Wethendeliverinsightsonpro- gram performance and future recommendations. In general, how effectively are CPG brands utilizing the digital touchpoints along the path to purchase? O’NEAL: CPG brands are very digitally savvy. I’ve been asking them for years about their spend in traditional versus digital media, and I would say now the tide has very much turned to digital. They understand the value of the media and now look at the retail channel as a media channel that is farther down the shopping funnel, making it a great use of their marketing spend to drive their business. IhavealsoseensomeofourmostprogressiveCPGshopper marketing partners leverage national agency media spends to amplify or fill in the gaps of their shopper marketing plans. The right hand knows what the left is doing, and it’s paying off in a big way through increased guest response. How can brands – in general – take better advantage of the opportunities in digital? O’NEAL: I have watched our shopper marketing partners grow in their sophistication of understanding digital media. This industry evolves so quickly that taking full advantage re- quires a desire to test, learn and adapt quickly. Brands have to be serious about being OK with failing sometimes. The goal hasn’t changed over the years – we still want to reach the relevant guest with the right content as close to real time as possible. The difference between now and a decade ago is that’s becoming a reality. How much of an omnichannel shopper are you? O’NEAL: I am very much an omnichannel shopper. I am what Target calls the “demanding enthusiast” – I like to shop, I’m deal-conscious and I use technology. I purchased the major- ity of my holiday gifts online even though I still love visiting the stores on Black Friday. A few years ago, I used my iPad and phone more for research and my desktop to buy, but now I buy through all devices. Photo by Chris Bohnhoff Lori O’Neal remembers what it was like to work with a catalog promotional strategy team to send out Target’s first guest- facing emails, and having discussions about contact strategy and content. It was the turn of the 21st century. “That seems like a lifetime ago,” she says. “It is amazing how much has changed since that first email.” That catalog role, her first with Target, morphed into po- sitions in online promotional strategy and digital guest ac- quisition to build the Target database and better understand guest (i.e., shopper) preferences. When she was asked to analyze how guests use traditional media and digital media, O’Neal began her shopper marketing education. “I remember thinking, ‘I’ll really dig in so I can get through these weeds and get back to the fun stuff,’” she says. “To my surprise, I absolutely loved this valuable work and developed a much deeper understanding of our guests and their behav- iors – which is critical to be a successful marketer.” O’Neal recently took some time to answer the following questions about Target’s progress in digital: There’s been a lot of change in the digital arena for Target the past 18 months; could you give us a brief update on the view from where you sit? O’NEAL: Over the past 18 months, Target has fo- cused on digital more than I have ever seen in my tenure. We have recruited amazing leadership with extensive backgrounds in digital innovation, e-commerce, merchandising and analytics. We’re in the process of completely transforming how we work – and it’s extremely energizing. We delivered our strongest Q4 ever in digital commerce. We are truly building great new capabilities and services that revolve around guest convenience – saving them time and money – with offerings like store pickup, subscriptions and Cartwheel. We’re working to be bold and take smart risks and do things differently so that we can continue to innovate and become a leader in digital. Can you describe your role and the goals of your team? O’NEAL: I lead our DVM (digital vendor marketing) sales and planningteam.We’veaddedgreattalenttoourteamtoensure we are leveraging individuals from a variety of backgrounds with strong digital and shopper marketing acumen. The en- tire DVM team focuses on developing cutting-edge media products, creative services and insights for our brand partners to leverage. My team is tasked with partnering with brands and developing media strategies that amplify or complement their in-store activity. We work closely with our merchandis- “We have recruited amazing leadership with extensive backgrounds in digital innovation, e-commerce, merchandising and analytics. We’re in the process of completely transforming how we work – and it’s extremely energizing.” TARGET CORP. Lori O’Neal, Senior Group Manager, Digital Marketing Our third annual report recognizes the CPG brand and retail executives who are making significant progress in their ongoing efforts to better engage the digitally connected shopper through innovative work in the areas of digital shopper marketing, e-commerce, social media and mobile marketing. SHOPPER MARKETING MAY 2015 7-ELEVEN n Lena Huang, Senior Manager, Digital Guest Experience Huang is responsible for demand generation, new-user acquisition and retention through loyalty marketing, including development across Web, mobile, app and localized marketing. She has led and implemented digi- tal innovation initiatives, specifically digital in-store technology to foster 7-Eleven’s digital footprint and com- petitiveness. A ACCO BRANDS n Randal Moss, Digital Marketing Manager Moss oversees the digital marketing and advertising efforts for a portfolio of brands for ACCO, managing the websites, social media platforms, digital collateral production and online collaborations with partner retailers. IN DIGITAL SHOPPER MARKETING & E-COMMERCE
- 21. Create a fresh shopperexperience More in Store. Less Out-of-Pocket.® Kathy McGowan-Carnes kmcgowan@rocktenn.com www.rocktenndisplays.com If you want to win in store, you might want to take a fresh look. Like Valspar® did with this clean, crisp environment that engages shoppers, elevates product appeal and, most importantly, expedites the purchase decision. RockTenn is the leader at working with brands and retailers to translate insights into execution. Give us a call. You might find our approach refreshing. 2015 POPAI GOLD OMA WINNER shopper experience 2015 POPAI GOLD OMA WINNER2015 POPAI GOLD OMA WINNER2015 POPAI GOLD OMA WINNER did with this clean, crisp RockTenn is the leader at working with brands and retailers to translate insights into execution. Give usretailers to translate insights into execution. Give us ©2015Rock-TennSharedServices,LLC,Norcross,GA.Allrightsreserved.
- 22. AHOLD USA n JasonKunick, Director of E-Commerce ALBERTSONS SAFEWAY n Mike McCready, Vice President, E-Commerce McCready joined Albertsons as head of e-commerce when the company acquired Safeway in early 2015. ALCON n Jeremy Brown, Senior Shopper Marketing Manager, OTC Brown leads digital shopper market- ing, strategic planning and execu- tion for Alcon’s OTC portfolio. In addition, he leads annual coupon strategy, planning and execution for the portfolio as well as shopper marketing strategy and execu- tion within the food and drug channels. AMAZON.COM n Ramer Holtan, Head of Marketing, Digital Music n Andrew Morrison, Product Management, Digital Products ANHEUSER-BUSCH INBEV n Vanessa Ivette Rosado, Global Director of Digital Capabilities Rosado is responsible for the implementation of best practices for the management of digital activa- tions and measurement of digital performance. B BAYER CONSUMER HEALTHCARE n Alana Joy Feldman, Digital Shopper Marketing Specialist Feldman leads the exploration of innovative digital opportunities for retail and guides the development of e-commerce strategy. She is also a key resource for Bayer’s retail activation teams, providing strategic guidance for digital marketing within omnichannel trade programs for all brands. BEAM SUNTORY n Andrea Javor, Senior Director, Global Digital & Media As an expert for Beam’s customer teams, Javor pro- vides thought leadership on media and digital as they relate to partnerships and best approaches. BENJAMIN MOORE & CO. n Bobby Chin, Manager, Advanced and Emerging Technologies Chin’s duties include developing and integrating emerging technologies into consumer experiences. BOZZUTO’S n Steve Methvin, Vice President, E-Commerce/Retail Technology Methvin’s group delivers customer-facing, data- driven experiences by providing critical information in mobile formats, reinventing the shopping experi- ence with touch technologies and “seeing” the cus- tomer through social and big data analytic engines. BROWN-FORMAN n Travis Smith, Director, Digital Marketing COE Smith oversees the selection and management of digital marketing vendors used across the com- pany’s global portfolio of brands. BURT’S BEES n Lynnette Montgomery, Associate Director of Global E-Commerce and Digital Marketing Montgomery leads the strategy and development of e-commerce, mo- bile, CRM and digital media for Burt’s Bees, focusing on consumer engagement, brand awareness and building capabilities. C THE CLOROX CO. n Katie Frink, E-Commerce Team Leader Frink creates strategy and vision for Clorox business at Amazon.com (Amazon Fresh, Pantry, Quidsi) and other strategic e-tailers. n Kristin Wonzen, Global Director of E-Commerce Wonzen oversees e-commerce digi- tal marketing, product management, international e-commerce, capability development, direct-to-consumer websites and the Amazon marketing team/agency. Priority e-commerce brands for Clorox include Burt’s Bees, Brita and Glad. THE COCA-COLA CO. n Ashish Arya, Director, E-Commerce & Digital Marketing Arya is responsible for developing and executing the e-commerce marketing strategy for the portfolio of Coca-Cola brands. He is focused on leveraging digital shopper marketing capabili- ties to drive revenue and build strong brands. n Julie Bowerman, Vice President, E-Commerce Bowerman leads the brand’s e-commerce business by managing a long-term strategic partnership model with Amazon and other online partners. n Jen Brevick, Director of E-Commerce Capability Brevick manages capability growth and development in the e-com- merce channel for Coca-Cola. n Laura Houghton, Director, Digital Shopper Marketing Houghton is responsible for digital shopper marketing strategy and ca- pability building for Coca-Cola North America, which includes defining multi-year digital shopper strategies, building digital capabilities and creating innovative digital shopper solutions to activate along the path to purchase. n Courtney Mauer, Director, Connections Planning Mauer helps to ensure that Coca-Cola’s brand strategies build strong connections across owned, earned and paid, as well as into powerful shared programs with customers. COLGATE-PALMOLIVE n Mindel Klein Lepore, Worldwide Director, Global Digital Marketing n Dan Nosal, Team Leader, U.S. E-Commerce Nosal leads strategy and develop- ment of Colgate’s U.S. e-commerce business for key pure-play and brick- and-mortar customers. He provides strategic guidance to the marketing, digital marketing and integrated marketing communications teams to ensure alignment with the demands and needs of this relatively new retail environment in CPG. SHOPPER MARKETING MAY 2015 THE ART OF MERCHANDISINGTM HOOKS | SHELF MERCHANDISING | LABELING WWW.TRIONONLINE.COM | 800-444-4665 ©2015 Trion Industries, Inc. 22 cont. on page 63
- 24. The Guide toDigital Shopper Marketing • 2015 PERSONALIZED OMNICHANNEL MEDIA POWERED BY THE LARGEST DATABASE OF SHOPPER PURCHASE HISTORY Catalina helps brands and retailers target the right consumers based on their purchasing preferences by leveraging our omnichannel media network together with 2 years of purchase history on over 260 million consumers. Consumers prefer our personalized advertising and promotional messages because they’re relevant and specific to their needs and wants. As a result, our exposure rate to your targeted audience is much higher compared to demographics-based targeting, resulting in improved awareness and increased brand equity. With Catalina, brands and retailers minimize purchase subsidization and reach only the right audiences resulting in increased ROI/ROAS and greater value for their media dollar through: • Deeper Consumer Insight – We identify highly loyal consumers, as well as those who may be at risk, and those who represent the best opportunity for you to grow your brand. • Unrivaled Scale – We reach up to 260 million shoppers in-store, and millions more online via the largest CPG omnichannel media network in the U.S. • Unmatched Mass Personalization – We target consumers based on their transaction behavior or their purchase history. • Closed Loop Measurement – We deliver insight into the impact and effectiveness of our media programs based on in-store sales, enabling you to know the true benefit to your brand. RECENT CATALINA INNOVATIONS With Catalina’s recent acquisition of Cellfire, the leading provider of load-to-card digital coupons in the CPG market, our retail and brand partners can achieve the scale they are seeking, seamlessly delivering content across all channels and screens. Catalina’s My Favorite Deals™ helps retailers drive next week’s shopping trip with personalized circulars for each shopper, featuring items relevant for each customer from their upcoming circular with 0.5-1.5% top line sales lift to promoted IDs. Catalina BuyerVision® targets consumers based on their purchases and affinity for a particular brand or category—the very same consumers most important for growing your franchise. Purchase- based ad targeting delivers a high return on spend (ROAS) and minimizes the waste associated with demographics-based advertising. Catalina Category Marketing (CCM) is now omnichannel, going cross-screen—in-store, mobile, online and video. CCM promotional campaigns can drive up to 60% incremental sales for promoted items at 2-5x more efficiency than Free Standing Inserts or other mass advertising. AT-A-GLANCE WHO WE ARE Powered by the largest database of shopper purchase history in the world, Catalina’s personalized digital media drives lift and loyalty for the world’s leading CPG brands and retailers. KEY EXECUTIVES Jamie Egasti, CEO Todd Morris, President, Catalina U.S. EXPERTISE Catalina’s personalized digital media connects shoppers to the brands we know they want. We do this by delivering only the most relevant ads and offers personalizing the shopper’s path to purchase through mobile, online and in-store networks. • Personalized digital coupons and promotions – Create an omnichannel experience that reaches shoppers with precision. Deliver up-to-the-minute offers based on a shopper’s actual purchase history as that shopper engages with a retailer’s website, subscription email or mobile app. • Personalized digital advertising – Leverage the largest media networks optimized for CPG brands to drive awareness through integrated, omnichannel media with Catalina BuyerVision®. • Personalized in-store digital media – Personally engage 260 million shoppers with highly relevant media that has an unparalleled 80 percent readership rate. CONTACT TEL: 727.579.5000 Paige Vesuvio, VP, Marketing 727.563.5944 CATALINAMARKETING.COM ADVERTISEMENT
- 25. Every consumer hastheir own unique set of buying behaviors, or BuyerGraphicsTM . It’s our insights into a shopper’s purchase behavior that enable Catalina to personalize the consumer’s path-to-purchase through mobile, online and in-store networks by leveraging the evolving purchase history of more than three-fourths of American shoppers. Engaging the Selective Shopper Study Visit www.catalinamarketing.com/engagingreport to download your copy of the study and discover how Catalina can help retailers and brands understand shoppers and engage them across multiple channels, inside and outside of the store. Or call 1-877-210-1917 to learn how you can start influencing your customer’s path-to-purchase and drive lift and loyalty for your brand. Visit the study and discover how Catalina can help retailers and brands understand shoppers and engage them across multiple channels, inside and outside of the store. Or call 1-877-210-1917 to learn how you can start influencing your customer’s path-to-purchase and drive lift and loyalty for your brand. Identify Once, Engage Anywhere @catalina GOSSIP MAGAZINE CAT LOVER VEGETARIAN LIQUID EYE-LINER Get the Study Now
- 26. The Guide toDigital Shopper Marketing • 2015 SOCIAL SHOPPER ACTIVATION THAT MOVES AT THE SPEED OF YOUR BUSINESS WHAT MAKES US DIFFERENT The consumer media landscape continues to evolve at a lightning pace with exploding advances in digital consumer technologies, consumer access and social channels, often outpacing the shopper marketing industry’s ability to keep up. Until now… Introducing CoOptions Social Shopper Activation, powered by Sverve, a breakthrough set of technologies and services that give retailers, brands and agencies a fast and accurate wormhole into the heart of the social influencer community and their millions of loyal social followers. OUR PHILOSOPHY We believe that the company to which you entrust your social shopper activations and budgets should be one that “walks the digital walk.” That’s why the Sverve Community, in which our 20,000 active influencers live, was built. It’s not only the place where we connect with our influencers and manage client projects, it’s also the place that they engage and collaborate with one another—sharing content, endorsing one another, learning together in Sverve’s own webinars, and collaborating on campaigns. Think of the Sverve community as a hybrid of LinkedIn, Pinterest and Facebook capabilities, just for our influencers. In addition to our unique influencer social network, we offer clients: Speed to Market. Because we are technology based, we are able to execute custom sponsored content programs in days vs. weeks; many of our turnkey automated solutions, in minutes. Technology also allows us to streamline campaign management and pass on cost efficiencies to clients. Breadth of Options. Our technology platforms offer clients choices, from authentic sponsored influencer content, to turnkey Twitter, Pinterest, YouTube and other platforms. Mixing and matching tactics and channels based on objectives and targeting, allow us to help clients have clear visibility of options and optimize budgets and results. We power in-store shopper activations for new product launches, live demos and store events, usage solutions and occasions, in-store promotions; and online shopper activations digital couponing, online offers, brand usage/recipes, contests, sweeps and traffic drive to brand site and social assets. Real-Time Campaign Access & Analytics. This is where the rubber meets the road. The Sverve technology allows everything on a campaign to happen and flow through one platform, from influencer targeting and selection, communication, content review, payments and real-time analytics. Our user- friendly dashboard provides you access to live campaign performance and every piece of the content created by influencers. AT-A-GLANCE WHO WE ARE CoOptions Social, powered by Sverve, is the most advanced social shopper engagement technology platform in the industry. Our unique value proposition combines our proprietary social network of 20,000 active influencers, with robust technology platform that facilitates instant campaign setup, accurate targeting, and real-time analytics portal. KEY EXECUTIVES Brian Sockin, CEO, CoOptions John Branca, VP, Sales Bentonville CoOptions Rohit Vashisht, CEO, Sverve Eileen Wong, SVP, Biz Dev & Strategic Alliances, Sverve PRODUCTS & SERVICES • Custom sponsored content campaigns across blogs and social channels that can be activated in hours vs. weeks • Dedicated “pay-per-performance” turnkey platforms for Twitter, Pinterest/Sweeps, YouTube & other social channels • Pinpoint targeting by location, retailer affinities, ethnicities, areas of influence & follower demographic information • Live access to real-time analytics & performance with downloadable charts, shopper leads & campaign images • Ability to maneuver budget spend on-the-go for optimal results • A dedicated services team of experts strategizing & executing campaigns for the best results & ROI CONTACT TEL: 919.303.3223 Brian Scott Sockin, President bsockin@cooptions.com John Branca, VP Sales – Bentonville jbranca@cooptions.com INDUSTRIES SERVED • CPG brands & services • Retailers in all classes of trade • Shopper marketing & media agencies • Walmart/Sam’s suppliers & agencies (offices in Bentonville) • Clients with multi-cultural social marketing initiatives (i.e. Latina, African-American) COOPTIONSSOCIAL.COM “In today’s fragmented media environment we’ve been challenged to find cost-effective ways of engaging our target consumers and growing our brand. Sverve provides exactly what we need to build awareness, generate trial and attract new users. The integrity of their platform as a ‘real’ and accessible social network, combined with a mix-and-match choice of tactics, and real-time analytics, offers outstanding control over campaigns.” Michael Servie, VP Sales & Marketing, Spartan Foods ADVERTISEMENT
- 28. The Guide toDigital Shopper Marketing • 2015 DATA IS AT THE HEART OF THE MATTER CAPITALIZING ON COUPONS.COM RETAILER IQ™ Data is at the heart of every solution we offer. We deliver personalized promotions to shoppers based on their past or expected purchase behavior to drive activation and influence buying behavior. Using first, second and third-party data, we serve retailer-specific and national media — both on Coupons.com and off-site. We take data from each campaign, couple it with proprietary research and leverage that to determine the appropriate solutions to meet your objectives and validate the perfor- mance of our integrated solutions offerings. By intelligently combining this data, Coupons.com helps you deliver co-branded messaging and relevant digital coupons to shoppers through- out their shopping experience. Our solutions help you reach the right shopper at the right time with the right offer — before, during and after their shopping trip — whether it’s via web, mobile, social, email or even in-store. We have solutions that deliver equity plus activation. The best part is, there’s no need to look elsewhere to make a powerful, relevant shopper marketing program come together — we’re truly a one-stop shop offering a portfolio of integrated solutions to connect digitally with the shoppers that matter most. Amplify national coupon content and brand messaging for your partner retailer by using the ShopperConnect platform to: 1. Drive demand to specified retailer(s) — deliver foot traffic through the doors of the retailer you’re supporting and get your product into their baskets 2. Generate digital visibility & engagement 3. Amplify retailer merchandising efforts 4. Create a fully immersive co-branded shopper experience Seamlessly integrated into the point-of-sale systems of grocery, drug, dollar and mass retailers, Retailer iQ is a targeting and analytics platform that: • Engages shoppers with insight-led digital offers to influence where they shop and what they buy • Allows you and your retail partners to deliver personalized & targeted digital coupons and media • Leverages web, mobile & social channels to provide a unified experience & omnichannel engagement AT-A-GLANCE WHO WE ARE Coupons.com is a leading-edge digital solution provider dedicated to engaging shoppers and helping brands and retailers drive sales. We leverage a variety of data to reach the right shopper throughout her shopping experience — from planning her trip through her time in-store — via our scalable portfolio of digital, social & mobile solutions. PRODUCTS & SERVICES The Coupons.com ShopperConnect platform includes: • Retailer co-branded: • Display media • Destination pages • Site sponsorships • Promotions/coupons • Retail Shopper Extend™ • CRM • Research CONTACT Gary Stern, VP Shopper Marketing Sales gstern@couponsinc.com 516.692.0274 COUPONSINC.COM EXPERTISE We recognize that connecting with your shopper in a timely, relevant way is vital to your brand’s success. The Coupons.com ShopperConnect™ platform uses shopper- driven data to help retailers & brands digitally engage, empower, connect and activate shoppers wherever they are in their shopping journey. INDUSTRIES SERVED • Consumer packaged goods • Grocery, drug, dollar and mass retail • Specialty & franchise retail • Restaurant • Entertainment • Financial services LEVERAGE NATIONAL CAMPAIGNS AT THE LOCAL LEVEL WITHTHECOUPONS.COMSHOPPERCONNECT™ PLATFORM WHAT SETS COUPONS.COM APART? Audience Our audience makes 25% more trips, spends 12% more each trip, and spends 40% more overall than the annual shopper1 . This adds up to a power shopper — exactly the consumer you want to reach and your retailer partners want walking into their stores. Retailer Network Coupons.com is a clear industry leader, offering digital solutions that can be utilized by CPGs at virtually every grocery, drug, dollar and mass retailer. Our breadth of retailer relationships ensures you have a partner at every step of the way to help develop, execute and gain retailer support for digital shopper marketing campaigns. Smart Data Using our robust Coupons.com intent data coupled with retailer and third party data, we’re able to capture our audience’s purchase intent right before their actual purchase. This proprietary data allows us to capture various declared and inferred user behaviors and build user segments based on shopping behavior. These user segments and interest categories are available for personalizing offers and targeting media in near real-time. 1 GfK, Digital Coupon Redeemer Shopper Trends, April 2015 ADVERTISEMENT
- 30. The Guide toDigital Shopper Marketing • 2015 ACTIVATETHENEWPOINTOF PURCHASEWITHCRISPMoCA CRISP MOBILE AD TECHNOLOGY Today, 84% of shoppers use digital devices for shopping activities before or during their visit to a store—and mobile devices influence one-in-five dollars spent.* Introducing MoCA™ from Crisp, the first end-to-end mobile customer activation platform that retailers, CPGs and other “drive-to” marketers can use to easily deploy effective mobile campaigns that activate customers to purchasing experiences. Only MoCA combines demographic, behavioral, location and contextual targeting with scale across operating systems and platforms. We offer the industry’s leading rich and dynamic creative formats. The best inventory through Crisp’s private supply marketplace. Ad serving, analytics and campaign management. All in a single, seamless mobile customer activation solution. More so every day, mobile is the new point of purchase. And Crisp MoCA is your all-in-one point of activation. * Deloitte Digital, 2014 – “The New Digital Divide” WHO WE ARE A pioneer, innovator and leader in mobile ad technology for more than a decade, Crisp helps brands activate customers to point-of-purchase experiences through mobile devices. Crisp provides the first end-to-end mobile customer activation platform, Crisp MoCA, that delivers a fully turnkey solution to dominate today and tomorrow’s primary point of purchase. Crisp’s mature, vertically integrated ad technology and industry-leading product, engineering and operations teams have made it the platform provider of choice for brands ranging from The Home Depot and Unilever to Kraft and Anheuser-Busch. Crisp is a privately held company headquartered in New York, with offices in Singapore. At Crisp, we know mobile activation requires a complex set of different technologies. We’ve responded with the development over the past decade of a proprietary and vertically integrated technology stack unparalleled in the ad tech industry. In recent years, Crisp has also led the industry in the develop- ment of important API standards – a lynchpin to optimizing mobile ad experiences – as well as better mobile ad formats, which are now widely deployed across the ecosystem on every major mobile ad platform. Our vision and roadmap are based on developing and integrating cutting-edge technology to capitalize on mobile’s role as the primary channel driving shopper activation both in-store and online. AT-A-GLANCE KEY EXECUTIVES Jason Young, CEO Tom Jones, CRO Risa Crandall, SVP Managing Director Xavier Facon, CTO PRODUCTS & SERVICES • Coupons & incentives • Proximity marketing (latitude/longitude) • Dynamic ad retail triggers including weather, temp, flu-indices, and more • Shoppable social and product reviews • Shoppable video • Drive-to-store CONTACT Risa Crandall, SVP Managing Director, Shopper Marketing risa.crandall@crispmedia.com 914.450.8330 Tom Jones, Chief Revenue Office tom.jones@crispmedia.com 949.500.4386 INDUSTRIES SERVED • Mass retailers • Drugs • Groceries • Office supplies & electronics • Department stores & apparel • QSR • Beer & spirits • Sports CRISPMEDIA.COM EXPERTISE Mobile engineering and technology, data-enabled targeting, media/inventory supply, ad serving, analytics and expert campaign management; all designed and coordinated to help brands compel and activate customers to point-of-purchase experiences through mobile devices. “We have had a very positive experience working with CRISP developing productive mobile programs. Our time is well spent collaborating with CRISP on programs that engage customers and prospects for our most savvy clients. Their capability to develop high-impact programs with premium audiences, at competitive pricing, is unsurpassed.” Ed Gorman, EVP, Carat USA Crisp supports brands sold though retailers including: ADVERTISEMENT
- 32. The Guide toDigital Shopper Marketing • 2015 FASTER CHECKOUT, IMPROVED IN-STORE EXPERIENCE, ACCELERATED ENGAGEMENT OUR VISION Built on Digimarc’s patented digital watermarking technology, the Digimarc® Barcode is a game changing improvement to traditional barcode functionality: Faster, more reliable, more versatile and more secure than today’s UPC/ EAN symbol. And, best of all – it occupies zero space on the package. The Digimarc Barcode contains the same GTIN data currently carried in the product’s UPC/ EAN symbol. This data is invisibly repeated multiple times over the entire package, mean- ing that checkout clerks, as well as shoppers using self-checkout, can quickly scan items without having to find and position the UPC/ EAN symbol toward the reader, resulting in shorter lines for customers and improved margins for retailers. Additional benefits to the retail industry include item level traceability, brand authentication and defeating barcode swapping. Digimarc Barcodes also create deeper in- store engagement opportunities with mobile- enabled shoppers. Every package becomes a direct link to additional product information, special offers, recommendations, reviews, social networks, and more. With their mobile device, consumers can scan Digimarc’d pack- aging, store signage, print ads, circulars, free standing inserts, and other brand marketing to get instant access to helpful information that aids in their path-to-purchase in store, at home and everywhere in between. This provides an opportunity to engage with shoppers and col- lect important customer data. Retailers, brands and consumers. Everyone wins with the Digimarc Barcode. All of Digimarc’s solutions reflect a unified vision of enriching everyday life via pervasive, intuitive computing. We accomplish this by creating a new means of communication – based on digital watermarking technology – that can be embedded into media and objects, allowing computers and digital devices to see, hear and engage with the world around them much like people do. The result is that consumers and organizations can easily access digital content when, where and how they want it. AT-A-GLANCE WHO WE ARE Based in Beaverton, Oregon, Digimarc enables organizations worldwide to enrich everyday living with the means to identify, discover and engage with all forms of content, including packaging, audio, video and imagery. KEY EXECUTIVES Bruce Davis, Chief Executive Officer & Chairman of the Board of Directors Robert P. Chamness, Chief Legal Officer & Secretary Charles Beck, Chief Financial Officer & Treasurer Joel Meyer, Executive Vice President IP, IP Legal PRODUCTS & SERVICES • Dramatically improve checkout scanning speed • Omnichannel print-to-mobile & audio-to-mobile brand experiences • Transform static media into interactive opportunities • Protect, identify & track digital files • Authenticate content & objects • Deter counterfeiting & piracy CONTACT TEL: 1.800.DIGIMARC 503.469.4800 Larry Logan, Chief Marketing Officer larry.logan@digimarc.com Mark Belfiglio, VP of Sales mark.belfiglio@digimarc.com INDUSTRIES SERVED • Retail • Brands • Packaging • Publishing • Music • Television • Photography • Government DIGIMARC.COM EXPERTISE Digimarc is the world leader in imperceptible digital identities. Our solutions create new means of communications for retailers, brands and organizations by enabling digital devices to see, hear and engage packaging, print, audio or video media. DIGIMARC IS A SOLID BUSINESS PARTNER We are a well-capitalized, publicly-traded company with a long history of large-scale deployments. Our world-renowned technol- ogy is widely used in television, radio, publish- ing, government IDs and global currency. Our key technologies are protected by our large, high-quality patent portfolio. Over half of our professional workforce are engineers with a significant portion possessing PhDs in their respective fields. “We’re always looking for innovative ways to help our customers present their brands to the market. Digimarc Barcode delivers significant performance and feature enhancements to retail packaging while providing the following benefits: low cost, no visible impact, and minimal business process overhead. Our processes and expertise dovetail nicely with the Digimarc platform and services to make it easy and economical for our customers to take advantage of this amazing new technology.” Michael Shannon, Senior Vice President, Southern Graphics Inc. ADVERTISEMENT
- 33. WECANFIXTHIS Whether your customeris buying 5 items or 50, they will all breeze through checkout. With Digimarc® Barcode, every checkout lane becomes an express lane. Learn more at digimarc.com/express. Digimarc spreads an invisible code throughout the package which mobile devices and retail scanners can see. No special inks or press required. Performs like this. Looks like this.
- 34. The Guide toDigital Shopper Marketing • 2015 DIGITAL MARKETING STRATEGY & NATIVE TECHNOLOGY GET THE INDUSTRY SPIN Brand engagement. Driving in-store traffic. Long-term loyalty. From on-pack callouts to POS, website, mobile and social solutions, we give shoppers compelling reasons to choose your product or visit your store. Leverage our digital marketing ecosystem of promotions, loyalty and mobile messaging work both synergistically and alone to accelerate brand growth. And from your very first campaign, our analytics platform allows you to get hands-on with your data and dig deep for consumer insights. EXPERTS IN CPG AND RETAIL ENGAGEMENT Kraft is a great example of a brand leveraging all the opportunities to connect digitally with shoppers. From on-pack codes to web, social, mobile, and live event activations, they’re driving brand engagement in a big way, and building long-term loyalty. Whether you’re catching up or staying ahead, our strategists have created eBooks, webinars on demand, and whitepapers so you can stay on top of what’s new and different, as well as cool moves from our partner brands. www.helloworld.com/insights AT-A-GLANCE Digital Marketing Solutions for the World’s Best Brands WHO WE ARE HelloWorld is a digital marketing solutions company working with the world’s leading brands across all industry verticals. The company offers a powerful combination of native platform technology and marketing strategy to brands looking to accelerate growth and deepen customer impact. EXPERTISE HelloWorld creates consumer interactions through promotional campaigns to spark interest, loyalty to retain and reward, and mobile messaging to continue the conversation. With expertise in 44 countries and 16 years’ experience, we’ve administered 4x more promotions than the next company. PRODUCTS & SERVICES • Promotions • Loyalty programs • Mobile messaging • Custom analytics • Strategy & creative • Legal & prize fulfillment CONTACT TEL: 877.837.7493 Lisa Feldberg, Regional VP Lisa.Feldberg@HelloWorld.com Jen Gray, VP, Marketing & Creative Services Jen.Gray@HelloWorld.com INDUSTRIES SERVED • Retail • CPG • Restaurant • Travel • Financial • Technology HELLOWORLD.COM MAJOR CLIENTS • Coca-Cola • Microsoft • Procter & Gamble • Kraft • The Gap • Schwan’s Consumer Brands • Walgreens • Starbucks • Belk • Johnson & Johnson PROMOTIONS • Sweepstakes • Instant win games • Trivia • Contests • Advergames LOYALTY • Reward purchase • Social engagement • Advocacy & referral programs • Promotional overlays MESSAGING • Text • MMS • Location-based • Coupons & offers • Alerts ANALYTICS • Campaign metrics • 24/7 dashboard • Cross-program comparisons • Custom segmentation • ROI analysis ADVERTISEMENT
- 35. Create unforgettable brandinteractions that drive consumer demand — right at the shelf. See the Impact—Text CASESTUDY to 30364 Digital Marketing Solutions for the World’s Best Brands PARTYin the AISLE Msg & Data rates may apply. Reply STOP to quit or HELP for help. 2 msgs/query. Terms and privacy policy at www.helloworld.com. PROMOTIONS to spark interest LOYALTY to retain and reward MOBILE MESSAGING to continue the conversation ANALYTICS for consumer insights
- 36. The Guide toDigital Shopper Marketing • 2015 Ibotta is transforming the way leading CPG brands and retailers think about advertising on mobile. Gone are the days of assumption-laden models to prove advertising ROI, and gone are they days of communicating brand benefits with massive televisions buys (thanks, DVR). Our true expertise is in our data—because Ibotta can tell you how many unique SKUs you’ve moved, who bought your product, when they bought it and where. AT-A-GLANCE SCREEN: RGB: 242 / 117 / 131 HEX: #f67683 PRINT: CMYK: 0 / 68 / 33 / 0 PMS COATED: 177 C PMS UNCOATED: 709 U SCREEN: RGB: 96 / 74 / 67 HEX: #604a43 PRINT: CMYK: 51 / 62 / 64 / 39 PMS COATED: 7589 C WHO WE ARE We’re innovators, re-thinking how brands and retail- ers should engage their customers and evaluate their results. We’re connectors, introducing new products to new people, and connecting brands, retailers, and consumers through mobile technology. We’re game- changers, evolving the path to purchase, the way people shop, and the way campaigns are measured. KEY EXECUTIVES Bryan Leach, CEO Kane McCord, COO Luke Swanson, CTO Rich Donahue, VP of Marketing PRODUCTS & SERVICES • With over 7mm app downloads, Ibotta is the furthest reaching and most widely used consumer shopping application in US Grocery & CPG. • Used by the world’s leading brands and retailers to drive sales by engaging consumers on mobile with fresh, relevant content and game-like interactions. • Delivers highly targeted, customizable messages and retailer exclusive rebates at more than 150,000+ U.S. store locations based on shopper geo-location and past purchase behavior. • Ibotta triangulates geo-location, demographic & item-level purchase data to offer a suite of analytics products including consumer research studies, market insight reports & media attribution analysis. CONTACT TEL: 303.593.1633 inquiries@ibotta.com INDUSTRIES SERVED • Grocery (CPG) • Health & beauty • Fashion & apparel • Consumer electronics • Dining & entertainment • Home improvement IBOTTA.COM MAJOR CLIENTS • Proctor & Gamble Co. • SC Johnson & Son • General Mills, Inc. • The Coca-Cola Company • Chobani, LLC • Constellation Brands, Inc. • Heineken International • Anheuser-Busch Companies, LLC • Best Buy Co, Inc. ADVERTISEMENT
- 37. Work with thescale leader on mobile. We’re closing the loop by proving that consumer engagement drives loyalty and lasting sales growth. With over 7 million downloads in the United States, Ibotta remains the fastest growing and furthest reaching mobile application in Grocery, CPG and Retail. For more information, email shopper@ibotta.com ibotta.com Real Sales. Real Data. Based on actual data from a major brand campaign with Ibotta UnitsSold Pre-Campaign Avg. Post-Campaign Avg. Ibotta Campaign Live Post-Campaign Pre-Campaign
- 38. The Guide toDigital Shopper Marketing • 2015 PROVIDING USER-PROVEN PROMOTION PLATFORMS... OFFERING COLLABORATIVE EXPERTISE... ...that enable marketers to reach, engage and influence today’s time-strapped, technology-engrossed shoppers who are watching the world on three screens and shopping across multiple channels on a 24/7 basis. Our direct-connect solutions provide shoppers with dynamic content, targeted promotional offers and helpful product information while delivering back to marketers the data needed for CRM enhancement along with the benefits of shopper-executed advocacy. DELIVERING ACTIONABLE ANALYTICS... ...for a deeper, more immediate understanding of promotion performance, shopper preferences and insight into how purchase decisions are made and how they can be influenced. Inmar’s Behavioral and Promotion Analytics provide unique perspective into shopper behavior and the impact of promotions, informing effective shopper engagement strategies that drive revenue and optimize marketing spend. ...from a cadre of industry-immersed analysts and account managers experienced in creating comprehensive promotional campaigns, advancing cooperation between brands and retailers and supporting program execution across all media. The Inmar team has been helping brands and retailers improve business outcomes for more than 34 years. Backed by the best in technology, Inmar’s solution experts help clients navigate the marketplace and fully leverage opportunities for growth. AT-A-GLANCE WHO WE ARE We are an industry innovator with more than 30 years’ experience in promotions and the only player in the space providing clients with a comprehensive, closed- loop solution for superior shopper engagement that spans both paper and digital promotions. KEY EXECUTIVES David Mounts, Chairman and CEO John Ross, CMO & President, Retail Promotion Network Brian Wiegand, Senior Vice President, Digital Jim Deffenbaugh, Vice President, Retailer Enterprise Sales PRODUCTS & SERVICES • Coupon processing and settlement • Digital promotions • Print-at-home promotions • Rebates • Promotion analytics • Shopper engagement tools • Shopper behavior research CONTACT TEL: 800.765.1277 Sharon Joyner-Payne, Senior Vice President, Marketing 336.631.7663 INMAR.COM EXPERTISE We are expert at helping brands and retailers grow share and drive revenue by enabling true 1:1 shopper engage- ment that delivers targeted, equity-building content matched with motivating promotional offers. Inmar has the most complete suite of digitally driven solutions in the marketplace — enabling brands and retailers to develop, execute and analyze holistic, omni- channel promotion campaigns through collaboration with a single, strategic ally. Our offerings include: ADVERTISEMENT
- 39. She’s planning her shopping. Youcould be gaining share. Inmar enables brands and retailers to better engage shoppers across channels and throughout the path to purchase — because not all shopping decisions are made at shelf. To learn how Inmar can help you integrate your brand into the path to purchase contact us at solutions@inmar.com or 866.440.6917.
- 40. The Guide toDigital Shopper Marketing • 2015 KEY RING’S MOBILE SHOPPER MARKETING EXPERIENCE MOBILE SHOPPER MARKETING THAT’S PROVEN. THE ROI STORY. Isn’t mobile supposed to make life easier? With Key Ring, marketers find an app that is focused on utility. Key Ring helps shoppers cut through the clutter of bagging a deal by streamlining rewards cards, circulars, and coupons into one app. We simplify savings for more than 12 million shoppers which allows marketers to tap into a data rich, premium ad platform. The foundation for Key Ring’s ad platform is built upon robust user insights, cutting edge location technologies, and a best-in-class mobile app, but using the ad platform is as convenient for marketers as answering two questions. First, you choose the retailer or geographic area where you need to drive products off the shelf and into the cart. Then, you select one (or a combination) of Key Ring’s brand engagement solutions including add to shopping list features, recipes, coupon delivery, geo- triggered push notifications, and more. In two simple steps, you are on your way to achieving mobile shopper marketing results delivered by Key Ring. A DIFFERENT APPROACH – CONNECTING MARKETERS AND SHOPPERS WITH UTILITY AND SIMPLICITY. Convenience and utility are written into our code. From the beginning, we’ve pushed mobile’s potential to simplify how shoppers plan, save, and organize. Likewise, we make mobile shopper marketing manageable for our clients. Key Ring’s platform is based on content – not games or gimmicks. The app’s utility for consumers translates into data and insights that allow marketers to target the right shopper, at the right time. Key Ring offers shopper marketers the relevancy and immediacy required for true brand engagement. To top it off, our database of users and loyalty cards allows our partners to measure campaign effectiveness more seamlessly than ever before. With Key Ring, marketers gain a trusted and proven mobile partner that is simple and effective. Key Ring took home the Digiday Mobi Award for Best App for Retail/E-Commerce in 2014. Industry honors and accolades tell part of Key Ring’s success story, but we are a company that is fueled by data and analytics. That is why Key Ring has partnered with Nielsen Catalina Solutions to help clients measure the true ROI of their mobile shop- per marketing campaigns. A personal care brand achieved a $5.96 return on advertising spend after leveraging Key Ring’s add to list shopping feature. The customized add to list campaign resulted in the brand being added to a shopping list over 58,000 times. With a database of more than 60 million loyalty cards, Nielsen Catalina Solutions and Key Ring can identify and measure transactions of shoppers who were exposed to ads inside the app. There is no extra work for the shopper to prove she purchased an item, and the data being measured is 100% accurate since it is captured at point of sale. Say goodbye to guesswork and hello to proven results. AT-A-GLANCE A GO DIGITAL COMPANY WHO WE ARE Key Ring started as a solution for taming reward card chaos. Today, we simplify shopping from start to finish by giving users on-the-go access to everything they need at the store- their loyalty cards, weekly sales, coupons, and shopping lists. EXPERTISE Cards. Circulars. Coupons. Customer Connections. Key Ring transforms content interaction and loyalty card usage data into effective shopper marketing targeting capabilities. We are experts at driving brand engagement that moves products off the shelf and into the cart. PRODUCTS & SERVICES • Geolocated and retailer-targeted shopper marketing campaigns • Customizable mobile channel that supports branded additions to shopping lists, recipes, shopper engagement via surveys, coupon distribution, and other calls to action • Premium, contextually relevant ad units including retailer loyalty card and circular takeovers • Geo-triggered, branded push notifications for over 14 million retail hotspots • Point of sale brand engagement CONTACT TEL: 847.533.2697 Arlene Schusteff arleneschusteff@keyringapp.com Addi McCauley addimccauley@keyringapp.com KEYRINGAPP.COM MAJOR CLIENTS • Procter & Gamble • Colgate-Palmolive • SC Johnson • Mars • Tyson • Hormel • Kimberly-Clark • Unilever • Dr Pepper Snapple ADVERTISEMENT
- 41. USEFUL FOR SHOPPERS. SI M P L E F O R B R A N D S. POWERFUL FOR ALL. Work with Key Ring, the mobile app based on content – not games or gimmicks. Our utility for shoppers means a transformation of content interaction and loyalty card usage data that allows you to target the right shopper, at the right time. Start using Key Ring today to move your products off the shelf and into the cart. ReadyForSimplifiedShopperMarketing? A GO DIGITAL COMPANY Shopper Simplified
- 42. The Guide toDigital Shopper Marketing • 2015 TO REACH NATIONALLY, WE ADVERTISE LOCALLY THE ONLY HYPERLOCAL SOLUTION THAT COVERS NATIONAL GROUND MaxPoint links digital ads with store-level inventory data and point-of-sale data to give digital shopper marketing programs a real-time advantage. We start by finding the neighborhoods, or Digital Zips, containing shoppers most likely to buy a specific product at a particular retail location. Using the MaxPoint Intelligence Platform, we integrate store-level sales and inventory data with digital ads to execute cross-channel digital marketing programs to drive demand among only those shoppers near stores that have the item in stock. Throughout all this, we adjust your programs based on current store-level sales data and provide deep insights about your programs’ direct impact on in-store sales. YOUR STORES ARE TALKING. WE CAN HELP YOU LISTEN. MaxPoint is the only business intelligence and digital marketing company that listens to the rich data stores cast off and integrates this data into digital shopper marketing programs. Our technology offers the four key components needed by an advertiser to drive local, in-store sales: the ability to reach customers in neighborhoods around a specific store location; business intelligence for understanding consumer attributes and predicting consumer purchases; national scale; and closed-loop measurement based on actual in-store sales to determine what is working, where, when, and why. MaxPoint has worked with each of the top 20 leading national advertisers and each of the top 10 advertising agencies in the United States as ranked by Advertising Age. You’ll also find us on the Deloitte Technology Fast 500™ list for the second year in a row. AT-A-GLANCE WHO WE ARE MaxPoint provides a leading business intelligence and digital marketing solution that enables national brands and marketers to drive local, in-store sales. EXPERTISE MaxPoint links digital ads with store-level inventory data and point-of-sale data to give digital shopper marketing programs a real-time advantage, adjusting based on current store conditions and providing deep insights about your programs’ direct impact on in-store sales. PRODUCTS & SERVICES • Digital Zip® technology • Proprietary interest insights • Store-level reporting & measurement • New product launches • Supercharged promotions • Seasonal products CONTACT TEL: 800.916.9960 Matt Knust, VP, Shopper Marketing Sales matt.knust@maxpoint.com MAXPOINT.COM INDUSTRIES SERVED • Consumer products • Retail • Agencies ADVERTISEMENT
- 43. PUT MORE WALLSTREET INTOYOUR MADISON AVENUE. ONLINE ADVERTISING THAT DRIVES IN-STORE SALES Driveyourbestcustomerstotheirlocalstorestopurchaseyour products—allbyconnectingyourstore-leveldatatoyourdigital advertising.LearnmoreatAWholeNewDay.com. © 2015 MaxPoint Interactive, Inc.
- 44. The Guide toDigital Shopper Marketing • 2015 ADVERTISING FOR CPG BRANDS There is a digital revolution happening in food retailing that will fundamentally change shopper marketing. Measurement, context, personalization – the ability to influence an individual consumer at the point of decision and measure the outcome – is now possible for our industry. ACCESS FOR GROCERS Digital Experience Platform MyWebGrocer provides the most complete digital experience platform for the food retailing industry. We power the digital channels of 130 grocers, representing 10,000 stores and providing access to more than 15 million unique grocery shoppers that are actively engaging in planning and shopping. AT-A-GLANCE WHO WE ARE MyWebGrocer is the leading provider of digital gro- cery services, driving connections between consumers, retailers and brands. Our full suite of shopper marketing services is supported by a comprehensive technology platform; while our data provides valuable insights on purchase trends and behavior. EXPERTISE With MyWebGrocer’s network, you can reach the industry’s most valuable consumers—multichannel consumers—and target based on demographics, geography and purchase intent. Reach a consumer at the point of decision and quantify the results. CONTACT TEL: 888.662.2284 Greg Stevens, Executive Vice President adsales@mywebgrocer.com MYWEBGROCER.COM MAJOR CLIENTS • Safeway • Albertsons • ShopRite • Harris Teeter • Brookshire Grocery Company • Unilever • PepsiCo • Procter & Gamble • Nestle • McCormick Advertisers on the MWG network recognize and benefit from the ability to influence consumers in planning and purchase mode. We have the largest number of digitally active grocery shoppers: • Largest audience = more trips to the store • 500+ shopper segments available for granular targeting and advanced shopper profiles ADVERTISEMENT
- 45. CHICAGO | DALLAS| VERMONT | NEW YORK | LONDON | DUBLIN mywebgrocer.com DOES YOUR SHOPPER MARKETING STRATEGY REACH HER? MyWebGrocer will get you in front of your customers—where they are today.
- 46. The Guide toDigital Shopper Marketing • 2015 THEY SHOP. WE LEARN. OwnerIQ is the only digital marketing solution that gathers audience data directly from Retailers and Product Brands to find in-market shoppers. Our unique technology analyzes over 200M+ active shoppers’ behavior, and then applies those insights to drive outcomes at retail. We gather first party data that comes from over 400+ Retailer and Product Brand audiences, which empowers our partners to target active shoppers at scale and in real-time. Learn more about programmatic shopper marketing at www.OwnerIQ.com/PSM NEWS AMERICA MARKETING PARTNERS WITH OWNERIQ TO CREATE UNIQUE DIGITAL DISPLAY PROGRAM AT-A-GLANCE WHO WE ARE OwnerIQ is the leading digital marketing solution for retailers and product brands. OwnerIQ pioneered the concept of Path to Purchase Media by transforming retailers’ and brands’ first party data into digital advertising opportunities. As the the first programmatic solution for shopper marketing, OwnerIQ enables shopper marketers to reach shoppers wherever they are and influence their buying decisions in real-time. EXPERTISE As the first Programmatic Solution for Shopper Marketing, OwnerIQ processes billions of shopper insights in real-time to help you reach shoppers and influence buying decisions. Our technology analyzes over 200M active shoppers’ behavior, and it applies those insights to drive outcomes at retail. Our first party data comes from over 400 retailer and manufacturer audiences, which empowers our partners to target active shoppers at scale and in real-time. KEY EXECUTIVES Jay Habegger, CEO Robert Scheckman, VP Shopper Marketing Robert Daniel, EVP, Advertising Sales CONTACT TEL: 866.870.2295 psm@owneriq.com OWNERIQ.COM/PSM INDUSTRIES SERVED • CPG • Consumer electronics • Appliances • Home goods • Automotive • Gaming • Outdoor and sporting • Pharma/OTC Partnership Sets New Standard with News America Programmatic Advertising News America Marketing (NAM), the premier promotional marketing services company in the U.S. and Canada, announced the addition of a new product to their portfolio, News America Programmatic Advertising, thanks to a partnership with OwnerIQ, the leading digital marketing solutions for retailers and product brands. “We are excited to be partnering with an industry leader like News America Marketing,” said OwnerIQ CEO, Jay Habegger. “News America brings the experience that comes from having a long-term understanding of the marketplace, both CPG and retail, and its data adds tremendous relevance to our digital offerings, resulting in a product that offers unique value to our clients.” ADVERTISEMENT
- 47. ProgrammaticShopperMarketing.com Programmatic shopper marketinghas arrived. HOW YOU SEE SHOPPERS HOW WE SEE SHOPPERS
- 48. The Guide toDigital Shopper Marketing • 2015 DRIVE TRAFFIC AND SALES ONLINE AND IN-STORE HELPING EVERY BUSINESS LISTEN AND EVERY CONSUMER LEARN PowerReviews delivers software that more than 1,000 brands and retailers use to collect and display ratings and reviews and answer consumer questions. Our software solutions generate authentic content that drives relevant traffic and increases sales on 5,000 websites around the world. And with 2,500 retailers, our syndication network is the largest and fastest in the industry; it reaches more than 700 million in-market shoppers every month. Shoppers are increasingly using their phones in-store to access product information, and reviews are the information they most want to see in-store. 57% of consumers want to see reviews when they are shopping in-store. With mobile-optimized review solutions, PowerReviews helps consumers find your product information at the moment of purchase, whether they’re online or in-store. WHAT MAKES US DIFFERENT More reviews drive more sales. With a unified software platform that’s easy to implement, innovate, and customize, and a Review Acceleration program that’s proven to generate reviews, PowerReviews makes it easy to generate the reviews that drive traffic and sales. Our dedicated Client Success Directors oversee your fast implementation and help you optimize your program over time. We make it easy for you to generate more reviews that get seen by more consumers on more retail sites. More Reviews. More Shoppers. Easy. Ratings and reviews have given information and power to consumers, who count on reviews for nearly every purchase, both online and in-store. More informed than ever, consumers demand open communication and accountability from businesses. Brands in this emerging transparency economy will be rewarded and held accountable not only for the quality of their products and services but also for the level of transparency in communications and operations. PowerReviews helps with both. To encourage consumer feedback, loyalty programs are transforming from strictly transaction-based to engagement-based rewards. PowerReviews offers Social Loyalty so that you can recognize and reward consumers who generate content—nurturing brand advocates to boost loyalty. Ratings and reviews and Q&A data creates actionable insights. By listening to positive and negative consumer feedback, brands can drive innovation and improve the quality of their products and services. PowerReviews helps every business listen and every consumer learn. AT-A-GLANCE WHO WE ARE PowerReviews delivers software that more than 1,000 brands and retailers use to collect, display, and syndicate reviews on more than 5,000 websites. An essential resource for consumers as they search and shop online and in-store, reviews drive traffic, increase sales, and create actionable insights to improve products and services. KEY EXECUTIVES Matt Moog, CEO Jim Morris, Chief Technology Officer Matt Parsons, Chief Customer Officer Todd Caponi, SVP Sales PRODUCTS & SERVICES • Ratings and reviews • Social answers • Social loyalty • Retail syndication • Google syndication • Moderation CONTACT TEL: 844.231.7540 (Toll Free U.S) +1.312.447.6100 (U.S.) +44.020.7152.4452 (U.K.) Todd Caponi, SVP, Sales todd.caponi@powerreviews.com Anne Marie Olsen, GM, EMEA annemarie.olsen@powerreviews.com INDUSTRIES SERVED • Food & Beverage • Health & Beauty • Home & Garden • Baby & Children • Electronics • Fashion & Apparel • Sporting Goods • Financial • Travel POWERREVIEWS.COM MAJOR CLIENTS • Meijer • Walgreen’s • Ace Hardware • Sports Authority • Toys R Us • Crocs • Wrangler • Sonos • Keurig / Green Mountain • Milwaukee Tool “We’ve seen how important reviews and Q&As are to our customers. People will often come into our stores requesting things that were highly reviewed online. Adding Social Loyalty is a logical next step to reward our most passionate customers and encourage them to share. It drives stickiness, sales and repeat customers, while creating valuable social content.” Howard Blumenthal Director, Ecommerce Platform Solution, Advance Auto Parts ADVERTISEMENT
- 49. 57% of Shoppers WantReviews In Store1 Convert more browsers into buyers online and in-store with mobile-friendly ratings and reviews Bring the proven power of reviews to more online and in-store shoppers by syndicating your reviews to the industry’s largest network of retailers. PowerReviews.com/ShopperMarketing | 1-844-231-7540 or 312-447-6100 1 Winning the New Digital Consumer with Hyper-Relevance In Retail, Insight Is Currency and Context Is King by Cisco (Joseph Bradley, James Macaulay, Kathy O’Connell, Kevin Delaney, Anabelle Pinto, Joel Barbier) 2,500 Retailers in our syndication network 700,000,000 Visitors per month 20 Different languages 27,000,000 Consumer generated reviews
- 50. The Guide toDigital Shopper Marketing • 2015 PROVE DIGITAL’S IMPACT ON RETAIL SALES DIGITAL PROMOTION INTELLIGENCE RevTrax connects online engagement to offline retail sales by effectively mapping an offer’s digital journey, all the way through to point of purchase. We make it possible to measure and optimize digital promotional activity based on retail sales, providing unparalleled data and actionable insights. Our digital coupon platform provides retail-centric marketing intelligence across all digital channels – mobile, social, loyalty, paid search, email, display, brand sites – and all devices. RevTrax allows shopper marketers to execute secure, measurable, retailer-specific offers. Its digital promotion intelligence platform drives consumers to specific retailers, measures retailer effectiveness for brands, and allows marketers to better understand their consumers by: • Measuring top brand influencers, where they’re coming from and which retailers they’re engaging with. • Activating brand influencers at key retailers. • Enabling controlled sharing and providing offers with generational revenue attribution. • Proving which digital channels, marketing tactics and executions drive retail sales. RevTrax offers a variety of smart, real-time solutions to test and optimize digital shopper marketing, including: OpenShare® adds a social sharing component to print-at-home and mobile shopper marketing offers. Through OpenShare you can identify your biggest brand advocates and attribute offline retailer- specific sales to individual social users and networks. SmartOffers™ delivers print-at-home and mobile coupons based on predefined rules to deliver flexible, 1-to-1 shopper marketing offers. Campaign rules can be based on previous engagements, geographic information, paid or owned media conditions, past transaction data, CRM conditions and more. Branded coupon portals bring retailer-specific promotion and con- sumer targeting to life. Activate retailer specific coupon portals to: • Drive active, loyal CPG consumers into specific retailers. • Create a cooperative database of common consumers. • Build more effective partnerships between brands and retailers through shared data and consumer targeting. AT-A-GLANCE WHO WE ARE Marketers work with RevTrax to discover and measure digital promotion performance data – to prove and improve digital marketing’s impact on in-store sales. RevTrax’s scalable enterprise solutions provide promotion intelligence across all online channels and devices. KEY EXECUTIVES Jonathan Treiber, CEO & Co-Founder Seth Sarelson, COO & Co-Founder Mel Liebergall, VP, CPG Client Development PRODUCTS & SERVICES • Digital promotion intelligence • Coupon portals • Promotion CRM • Retail-centric analytics • Rules-based coupon technology • Social shopper marketing CONTACT TEL: 646.680.7400 Mel Liebergall VP, CPG Client Development mliebergall@revtrax.com INDUSTRIES SERVED • CPG • Retail • QSR REVTRAX.COM MAJOR CLIENTS 100+ national brands, including: • Bausch & Lomb • Chiquita Brands • Energizer • Kimberly-Clark • Prestige Brands • SC Johnson • Tyson ADVERTISEMENT
- 51. www.revtrax.com ■ 1.866.996.TRAX(8729) DATAPROMOTIONS Promotions, meet data. Data, meet promotions. Now that we’re all friends, let’s prove digital’s impact on retail sales.
- 52. The Guide toDigital Shopper Marketing • 2015 DELIVERING DIGITAL CAPABILITIES TO TRADITIONAL POP MATERIALS TRANSFORMING THE RETAIL AND CPG INDUSTRY Smart Displays and Smart Signage create a digital in-store platform that positively impacts sales and the shopper experience by leveraging existing POP merchandising processes. Shelfbucks delivers detailed execution data while providing a real time view of shopper behavior including traffic, dwell time and conversion rates. In addition, the Shelfbucks platform allows shoppers to easily opt-in to receive coupons, products reviews and other content to create an interactive and measurable experience. LEVERAGEEXISTINGPOPMERCHANDISINGAND ASHOPPEROPT-INEXPERIENCE Previous attempts to engage a shopper with digital content at the point of purchase have failed for one of two reasons: Too expensive or complex for the retailer and CPG to implement or too complicated for the consumer to use. The Shelfbucks solution eliminates both barriers with a cost effective platform that fits into current merchandising processes. Instead of spamming shoppers with push messages, shoppers opt-in to engage with POP displays to get personalized content and offers from the retailer’s mobile app. Just as the web transformed our business a few decades ago, Shelfbucks is providing a unique technology platform that is poised to transform the in-store shopping experience. We provide your shoppers with the ability to easily opt-in to receive coupons, product reviews and other content to create an interactive and measurable experience at the point of purchase. In a recent INC article, regarding beacon technology and the Shelfbucks’ solution, Bill Carmody was quoted as saying, “While there are many disruptive technologies out there, there is usually only one in a generation that transforms about every industry…To say that retail is being transformed by beacons in an understatement.” AT-A-GLANCE WHO WE ARE Shelfbucks is the leading Smart POP platform, allowing CPGs and retailers to measure in-store execution and shopper behavior. Additionally, shoppers can engage with POP merchandising to receive personalized offers and content via the retailer’s mobile app – ultimately driving increased sales! KEY EXECUTIVES Erik McMillan, Founder and CEO Bill Martin, Chairman of the Board George Garrick, Board Member Catherine Lindner, Chief Merchant Officer PRODUCTS & SERVICES • Measurement – Measure execution, shopper behavior including traffic, dwell time and conversion rates by campaign, store and other key metrics. • Awareness – Deliver targeted proximity messaging to attract attention to your shopper marketing program. • Engagement – Convert shoppers at the point of purchase by allowing them to opt-in to receive personalized content and offers through the convenience of their smartphones via Smart POP displays. CONTACT TEL: 512.782.4200 sales@shelfbucks.com SHELFBUCKS.COM “Incorporating Shelfbucks technology into POP displays and signage provides CPG manufacturers and retailers with millions of new, real-time data points for measuring and analyzing in-store merchandising performance. Now, brands can finally bring the full power of digital marketing to shoppers at the critical point of the purchase decision.” Will Phillips, Director of Retail Insights & Innovation, Menasha AWARD WINNING INDUSTRY RECOGNITION Washington Post, “Top Tech at NRF 2015” CNBC, “Top 5 to Watch for Retail Investors in 2015” RIS News, “One of Top 10 Takeaways” at NRF 2015 DEMO God Award, 2013 ADVERTISEMENT
- 54. The Guide toDigital Shopper Marketing • 2015 RECEIPT VALIDATION TAP TO WIN Digital Receipt Validation System® * uses the retailer’s receipt to instantly validate consumer purchase & distribute virtual rewards in three (3) easy steps. 1. TPG Rewards validates purchase & distributes virtual rewards within minutes, not days! 2. Works with basic camera-enabled cell phones. No need for smartphones. 3. No apps required. 4. Allows marketers to view market basket data associated with promotional purchases. 5. No registration required. 6. Can be integrated into CRM and social media programs. 7. Can be used for retargeting. AT-A-GLANCE WHO WE ARE TPG Rewards, Inc. is a consumer promotions agency offering a broad repertoire of reward programs designed to bolster brand awareness, drive trial & repeat purchase, grow topline sales and build long-term loyalty for some of the world’s most beloved brands. EXPERTISE In addition to offering custom-designed consumer promotional reward programs, TPG is the original founder of digital receipt validation. With this patent-pending technology, TPG Rewards is the only agency to offer near-instantaneous purchase validation and virtual reward distribution. KEY EXECUTIVES John Galinos, Chief Executive Officer Neil Solomon, Partner George Patilis, Partner Ed Hepner, Partner Kalin Mintchev, Partner CONTACT TEL: 212.907.7101 John S. Galinos jgalinos@tpgny.com TPGREWARDS.COM INDUSTRIES SERVED • Mass & drug • CPG • Restaurant • C-Store/grocery MAJOR CLIENTS • General Mills • Unilever • Procter & Gamble • Kellogg’s • Kraft • Coca-Cola • Kimberly-Clark • Mondelēz • Nestlé • MillerCoors Allows consumers to engage with an in-store display or brand packaging with the simple “tap” of their phone to instantly receive rewards and/or customized content. 1. Tap chips are placed on your POP materials or on your packaging. 2. Shoppers simply “tap” their phone on the display to see if they are a winner. No app required. 3. Shoppers receive immediate notification of content that is important to your brand. Tap To Learn delivers important content such as recipes, trailers, beauty tips. Tap To Earn enables participation in loyalty-based programs. Tap To Win selects instant sweepstakes winners. All activity is geographically tracked in real time, so you know if your display is up or your promotion product packaging is in-store. * Patent pending Works with basic camera-enabled cell phones. No need for smartphones. No apps required. Allows marketers to view market basket data associated with promotional purchases. No registration required. Can be integrated into CRM and social media programs. Can be used for retargeting. TAP TOWIN 2 1 3 Allows consumers to engage with an in-store display or brand packaging with the simple “tap” of their phone to instantly receive rewards and/or customized content. Tap To Learn delivers important content such as recipes, trailers, beauty tips. Tap To Earn enables participation in loyalty-based programs. Tap To Win selects instant sweepstakes winners. Tap chips are placed on your POP materials or on your packaging. Shoppers simply “tap” their phone on the display to see if they are a winner. No app required. Shoppers receive immediate notification of content that is important to your brand. All activity is geographically tracked in real time, so you know if your display is up or your promotion product packaging is in-store. * Patent pending distribut WHO W TPG Rew promoti repertoi bolster b repeat p build lon world’s m KEY EX John Ga Neil Solo George P Ed Hepn Kalin Mi INDUS Mass & D CPG Restaura C-Store/ MAJOR General Unilever Procter & Kellogg’s Kraft Coca-Co Kimberly Mondelē Nestlé MillerCo CONTA John S. G jgalinos@ 212.907. 2 3 4 5 6 7 Can be integrated into CRM and social media programs. Can be used for retargeting. TAPTOWIN 2 1 3 Allows consumers to engage with an in-store display or bran packaging with the simple “tap” of their phone to instantly receive rewards and/or customized content. Tap To Learn delivers important content such as recipes, traile beauty tips. Tap To Earn enables participation in loyalty-based programs. Tap To Win selects instant sweepstakes winners. Tap chips are placed on your POP materials or on your packaging. Shoppers simply “tap” their phone on the display to see if they are a winner. No app required. Shoppers receive immediate notification of content that is important to your brand. All activity is geographically tracked in real time, so yo know if your display is up or your promotion product packaging is in-store. * Patent pending 6 7 ADVERTISEMENT
- 55. WHAT IS YOURCONSUMER PASSIONATE ABOUT? SHOPPING SPREE CASH SHOPPING SPREE CASH PASSION CASH DIGITAL Fitness HEALTH SPORTS PHOTOGRAPHY STYLE SCIENCE TECH EDUCATION STREAMING AT HOME IN THEATER DIGITAL RETAILER CARDS STREAMING HOTEL CASHYOGA CASH e-COFFEE CASH TM TM TPG Rewards offers the keys to unlocking those passions when consumers purchase your brand. 111 John Street, New York, NY 10038 (212) 907-7101, tpgrewards.com WANTBASEDREWARDSNEEDBASEDREWARDS
- 56. The Guide toDigital Shopper Marketing • 2015 OUR CAPABILITIES WE DRIVE FOOT TRAFFIC AND WE CAN PROVE IT Verve drives foot traffic to retail and proves it. With exclusive first-party location data, premium mobile inventory and SaaS interface, Verve empowers national advertisers with the programmatic tools, data-driven insights, and expertise to activate shoppers in and around their path-to-purchase. OUR PHILOSOPHY Verve harnesses location data and mobile technology to serve advertising that is more relevant to shoppers and more effective for brands. Grocery 40.7995,-73.8297 Home 40.7835,-73.9087 School 40.7635,-73.9091 Office 40.7637,-73.8042 Sports Field 40.7621,-73.9287 Coffee Shop 40.7835,-73.8196 Location data is perhaps the most compelling data set ever available to brand advertisers. Verve’s first-party location data comes from portfolio of owned-and- operated mobile apps and websites that power thousands of premium, location- centric media properties across news, weather, sports and lifestyle. The portfolio’s unique mobile inventory and exclusive first-party location data act as a “True North” for Verve’s location services and location-informed audience targeting. Verve Shopper Audiences include: Active Shoppers, or consumers found in and around relevant retail locations; Shopper Path are built around the notion that where you go says who you are; and Real World Audiences are built around a precise moment and place in time, e.g. Black Friday. The Meridian Platform is the industry’s only end-to-end self-service user inter- face for location-informed mobile marketing. With Meridian, advertisers and agencies can discover audiences, apply geo-fences, layer in third-party data, develop ad creative, bid on inventory in real time and receive online reporting and insights. AT-A-GLANCE WHO WE ARE Verve is made up of advertising experts and technolo- gists passionate about arming brands and agencies with the data, media and location-informed audience and proximity targeting that brings about real world results. KEY EXECUTIVES Nada Stirratt, Chief Executive Officer Tom Kenney, President & Founder James Smith, Chief Revenue Officer Brian Crook, Chief Product Officer PRODUCTS & SERVICES • Programmatic mobile advertising • Location-informed audience targeting • Proximity targeting • Publisher app development CONTACT TEL: 760.479.0055 James Smith, Chief Revenue Officer jsmith@vervemobile.com INDUSTRIES SERVED • Retail • CPG • Automotive • QSR/CSR VERVEMOBILE.COM EXPERTISE We pioneered location-informed mobile advertising almost a decade ago, and today, advertisers and their agencies depend on Verve’s first-party location data, premium mobile inventory and self-service interface to drive sales in the real world. ADVERTISEMENT
- 57. Drive Shoppers tothe Aisle We drive foot traffic and we can prove it. www.vervemobile.com/stratconn Discover how location-informed mobile advertising can activate foot traffic to retail for brands.
- 58. The Guide toDigital Shopper Marketing • 2015 OWN THE MOMENT OF INTENTION PREMIUM MEDIA = PREMIUM SHOPPERS Audience targeting and retargeting uses data based on the previous behavior of shoppers. There is no intelligence to the active needs of shoppers – or any indication that they will make a repeat purchase. By capturing path-to-purchase intent in real-time, Yieldbot allows brands to understand, market and optimize to shopper intentions as they happen, creating interactions at the exact moment when it will be most helpful, useful and persuasive. Moreover, Yieldbot’s machine learning makes your marketing more effective over time, getting smarter and performing better with every interaction, delivering measurable in-store sales lift. The digital path to purchase is infinite. Targeting brand messages based on audience segmentations is ineffective and does not align with the way people use this medium. Shoppers are not on a media schedule, tethered to a screen, or following some linear journey. Understanding shopper needs in real- time at the keyword and URL levels, along with buying on a cost-per-action, has proven to be the optimal digital methodology to create meaningful experiences that lead to purchase. Yieldbot is the only technology that allows brands to market across infinite paths to purchase by aligning the digital path to the unique mindset of each shopper. “Yieldbot beat all of the other digital providers in terms of brand engagement. In terms of driving sales at retail, Yieldbot was the highest performer of the four vendors we tested.” Steve Finney, Geometry AT-A-GLANCE WHO WE ARE Yieldbot uses quality first-party data to deliver the most relevant messaging to the unique mindset of every shop- per in real-time. EXPERTISE Yieldbot connects brands with quality consumers as they navigate premium media seeking information and making decisions. With Yieldbot, shopper marketers can make their message highly-relevant to each consumer, buy media on a performance basis, and show measurable in- store sales lift.KEY EXECUTIVES Jonathan Mendez, CEO and Founder Liane Pierce, VP of Client Services Dorothy McGivney, Chief Product Officer Chris Greene, SVP of Sales CONTACT TEL: 347.857.7385 General: sales@yieldbot.com Rachel Tarvin, Director of Shopper Marketing rtarvin@yieldbot.com YIELDBOT.COM INDUSTRIES SERVED • CPG • Pharma OTC • Pharma Rx • Retail • Finance • Men’s lifestyle • Entertainment • Food • Women’s lifestyle MAJOR CLIENTS • Starbucks • SC Johnson • Clorox • Tyson • Unilever • Johnson & Johnson At all stages of their buying journey, shoppers trust the content of premium media companies to aide in their decision-making processes. Audience targeting cannot leverage the massive influence these publisher brands have on purchase decisions. Yieldbot is integrated with the world’s leading consumer media companies, ensuring every placement is above-the-fold and brand safe. With 4 billion page views of premium media a month, Yieldbot delivers premium media at scale ensuring only the most quality shoppers see and interact with your marketing. ALIGN WITH THE DIGITAL PATH ADVERTISEMENT
- 59. Every shopper isunique. Is your marketing unique to every shopper? healthy food sales@yieldbot.comNYC | Boston | Bentonville | Chicago | Portland | LA
- 60. from Can Beacons ConvertShoppers In-Store? March 2015 … Retailers need to take baby steps, according to Erik McMillan, founder and chief executive officer of Shelfbucks, which offers an in-store beacon promotion platform that works via retailer apps. In October 2014, the company teamed with Menasha Packaging to embed beacons into displays. “We may do 3,000 displays for a CPG to learn, look at the data and see how they engage,” McMillan says. “After piloting on a few displays, then 2016 is about scaling what’s learned in 2015.” IN THE NEWSRecent stories from the various Institute news outlets, P2PI.org and Shopper Marketing magazine from Unilever Gives Walgreens ‘Beauty Must-Haves’ January 2015 Walgreens partnered with Unilever for an exclusive “Beauty Must-Haves” promotion that awarded a free tote bag (up to 5,000) with purchase of $15 in qualifying items. Consumers who made the required purchase from Jan. 4-10 received a receipt code (via Catalina) to be entered on a Unilever promotional site, yourbeautyhaul.com. The participating brands were Axe, Dove, Degree, Tresemme, Suave, St. Ives and Vaseline. from OwnerIQ Taps RSI May 2015 Boston-based programmatic ad platform OwnerIQ recently partnered with Mountain View, California-based POS analytics firm Retail Solutions Inc. to integrate RSi’s retail store-level intelligence and sales data with OwnerIQ’s pool of targeting and analytics data. The companies say that CPG brands and retailers can maximize the impact of their promotions by combining RSi’s store-level UPC sales and inventory data from more than 150,000 store locations with OwnerIQ’s vast retail shopper data. Also: Promotional marketing services company News America Marketing, New York, has teamed with OwnerIQ to introduce News America Programmatic Advertising. The new offering is a response-driven digital display product that combines NAM’s geo-scoring system with OwnerIQ’s shopper data. from Dailybreak and RevTrax Combine Forces November 2014 Dailybreak Media, a Boston-based gamification platform, recently partnered with RevTrax, a New York-based digital coupons platform, with the goal of enabling CPG brands and retailers to engage shoppers and optimize the path to purchase via gamification and coupon promotions intended to drive in-store traffic. In their initial campaign together for an unnamed CPG, the two firms achieved strong results with 47% of consumers printing the coupon after viewing the offer, and 60% of printed coupons having been redeemed with two more weeks of data yet to be reported. “ [In 15 years, merchandising] will be totally different than what we think it will be, but I guarantee that it will have something to do with the smartphone talking to a sensor to have a seamless experience in-store.” Erik McMillan, founder and CEO, Shelfbucks
- 61. from CoOptions Launches Social Shopper Platform April2015 Shopper marketing agency CoOptions, Apex, North Carolina, has partnered with social media tech firm Sverve, New York, to launch the CoOptions Social Shopper Activation platform. The agency says the partnership will allow brands, retailers and agencies to instantly activate social shopper solutions that power and amplify in-store promotions, displays and traffic to both in-store and online campaigns while providing transparent views of campaign progress and real-time analytics. from Jewel-Osco Launches MyMixx Digital Coupons February 2015 AB Acquisition’s Jewel-Osco this month launched the MyMixx digital coupon program that has been available at sister chain Acme since August 2014. At launch, MyMixx is offering approximately 200 digital coupons, powered by Coupons.com. It also suggests coupons based on users’ purchase history, tracks how much users have saved and lets them build a shopping list. Users can also link their MyMixx accounts with SavingStar accounts for additional savings. from Walgreens Facilitates ‘People’s Choice’ Voting December 2014 Walgreens kicked off the third year of its “People’s Choice Awards” sponsorship by promoting online voting for the program’s awards. When consumers finish voting, they’re taken to a landing page operated by Hello World, Pleasant Ridge, MI, and given the opportunity to enter a Walgreens-sponsored sweeps running Nov. 4 through Dec. 4 that awards a trip to Los Angeles to attend the awards show. from Working Closely With The Customer December 2014 Kellogg offered promotional packages of Pop-Tarts, Krave, Frosted Flakes, Frosted Mini-Wheats and Froot Loops that carried codes good for $5 off Sony Pictures’ “The Amazing Spider-Man” via the retailer’s Vudu streaming service. With three or six codes, participants could also earn “Concession Cash” or “Movie Cash,” respectively, from TPG Rewards, New York. from Avocados from Mexico Is ‘Hungry for Football’ November 2014 Avocados from Mexico (AFM) is running a “Hungry for Football” campaign from Sept. 8 through Dec. 15 in partnership with Ro-Tel. The branded consumer promotion is supported with contests for consumers and retailers, coupons, social media and in-store display materials. AFM will use IRi data to evaluate the performance of select retailers during the promotion period as well as the total category overview. AFM’s coupon redemption partner, Winston-Salem, North Carolina-based Inmar, will provide data related to individual customer redemption by retail marketing area and independent accounts. from Overcoming the Barriers to Mobile Use in Stores, Part 2 October 2014 … [He] is particularly interested in RSI Retail Solutions, a provider of business analytics and real-time supply chain intelligence that helps CPG companies maintain their in-stock positions. He says the company recently began partnering with MaxPoint, a hyperlocal advertising company. Theoretically, this should enable a brand to know if there are too many boxes of Honey Nut Cheerios clogging a store’s backroom a half-mile from households that will respond to a targeted mobile ad that says, “Go get your Honey Nut Cheerios!”
- 62. Contact Chuck Bolkcomat the Path to Purchase Institute at cbolkcom@p2pi.org or (773) 992-4420 for more information. Shopper Marketing Teams October 2015 Don’t miss these other Industry Guides appearing only in Shopper Marketing magazine in 2015. Retailer & Shopper Insights November 2015 Shopper Marketing Teams Printers August 2015 Digital Incentive Platforms July 2015 Shopper Marketing Agencies September 2015 Data Providers December 2015
- 63. MAY 2015 SHOPPERMARKETING WHO’S WHO IN DIGITAL SHOPPER MARKETING & E-COMMERCE 63 n JohnShen,Senior Director,Interactive Marketing& ConsumerPromotions Shen leads digital and promotions initiatives across the organization, partnering with John Stichweh and shopper mar- keting teams to provide thought lead- ership, best practices and approaches for retail activation in the digital and promotional space. n JohnStichweh, Director,Digitaland SocialShopper Marketing, E-CommerceandCRM Stichweh leads a team that leverages enterprise resources including data, infrastructure and plat- forms such as ConAgra’s ReadySetEat recipe website to deliver the aligned objectives and measure their impact along the way. CONSTELLATIONBRANDS n Karena Breslin, Vice President of Digital Marketing Breslin manages digital strategy and execution for Constel- lation’s portfolio of wine and spirits brands. Her organization is responsi- ble for social media, digital advertis- ing, content marketing and shopper activation, and she also leads mar- keting technology initiatives. n Barry Roberts, Director, Retail Shopper Solutions, North America Roberts leads the retail shopper solu- tions team that consists of category management, shopper marketing and e-commerce. CONAGRA FOODS INC. n Jill Kristle, Manager, Interactive Marketing COTY INC. n Kristen D’Arcy, Vice President of Global Digital CVS HEALTH n Kate Goodman, Senior Director, Retail Digital Goodman manages the development of strategies that support omnichan- nel customer acquisition and reten- tion in both the online and offline channels. Josh Wexelbaum and Dilini Fernando share the com- mon task of improving the digital ventures for one of the world’s largest brewers, but they came to their man- agement roles at MillerCoors on different paths. Fernando is a 2003 graduate of Brown University, where she pursued interests in science, psychology, en- trepreneurship, business and organizational behavior management. She was a disc jockey at a college radio station, then used that skill at two different stations in the years between Brown and her MillerCoors intern- ship in 2010. Fernando also founded and ran a musician-centric business in Taunton, Massachusetts, as well as an inde- pendent record label for two years before earning an MBA at University of Chicago’s Booth School of Busi- ness. She took a year after her internship to help four other Booth students with a mobile payment start-up through Booth’s New Venture Challenge program. She rejoined MillerCoors as an associate brand manager in 2011, and assumed her present position two years later. Fernando says her experience with digital in her en- trepreneurial projects has inspired her work at Miller- Coors. She now guides the MillerCoors digital incuba- tor, a laboratory of sorts to test new tools, tactics and technologies with the goal of increasing sales and cre- ating scalable solutions for the organization. “Digital was such an amazing way to reach a broad audience on a limited budget,” she says. “I love its nimble and dynamic nature.” Wexelbaum took a more straightforward route to his position as senior manager of digital marketing. Unsure of a major at the University of Texas, he discovered a passion for advertising in a 101 course, seizing on the ideas of Ogilvie, Burnett and Bernbach to spark his choice to earn an advertising degree. He rose to associate media director in seven years at Starcom MediaVest Group, joining MillerCoors in 2006 as media manager. Wexelbaum was a brand manager for retail marketing for two years, then brand manager for Miller Lite before taking on his present role in April 2014. He says working in digital is perfect for his out-of-the- box thinking that began as a kid. “I never really was too big on using established solutions to solve problems,” he says. “I wanted to create a solution on my own, to try something different, to experiment. Operating in the digital space is a great opportunity to continue that process. To experiment, to try, to fail, find the things that work that we can actually scale.” Fernando and Wexelbaum recently took time out to answer the following questions about their digital work at MillerCoors: How do shopper and digital marketing intersect at MillerCoors? WEXELBAUM: Digital marketing as a standalone or even as a bolt-on practice no longer makes sense. Right now we’re living in a world where nearly everything our shop- per experiences from a communications perspective can be and, I would argue, increasingly is delivered digitally. I don’tbelieveit’saboutdigitalmarketingpersebutrather how do we market in an age when everything is digital? Once you understand it’s about marketing in a digital age, to me digital’s role in shopper marketing becomes more obvious. It’s to take us further down the purchase model than we’ve traditionally been in a way that better engages our consumers by providing real value to them. How does the organization promote digital innovation? FERNANDO: As part of developing best practices, in 2014 we started the digital incubator, which is meant to be essentially a pipeline of ideas that incubate the next level of digital marketing, where we test, learn, fail and ultimately scale. I oversee the execution and the inter- nal and retailer education of the digital incubator tests for the organization. Anything in particular you are working on? FERNANDO: In 2014 we supported about 20 different digital incubator tests. There was a lot of exciting work with mobile order on-premise, proximity messaging, driving traffic and engagement and, more recently, with beer delivery. Photo by Brian Morrison Manymarketersbelievethatdigitalishelpingto narrowthegapthathastraditionallyexistedbetween CPGbrandsandretailers.Agreeordisagree,andwhy? WEXELBAUM: I generally agree. As CPG marketers, I think we have to acknowledge that our capabilities in the digital space lag those of our direct marketing coun- terparts, but in that gap between direct marketers and consumer package goods I do see a world of oppor- tunity for CPG companies and retailers to partner and drive new solutions that can influence and affect our shoppers. We can’t directly sell our beer to anyone like a direct marketer can. In using delivery services to spur new occasions are ways that we can grow the category for ourselves and our retailers while overcoming some of the inability-to-sell-direct challenges that we face. What does omnichannel mean to you as a marketer and a shopper? FERNANDO: For me it’s about creating an enjoyable re- tail experience. I’m probably like most online shoppers, where I feel comfortable navigating between digital and physical. Where can I get information, where can I get in- spiration?Ifthere’sanimpulsetobuy,howisthatenabled? Is that in-store, online? I feel comfortable with both. WEXELBAUM: Afriendofminewhoworksinsportsevent marketing used to say, “Be sure to go so you know,” in reference to event activation. I feel that same sentiment applies to digital, and omnichannel as an aspect of digi- tal. To me our shoppers are doing it and more so every day, so I better be doing it myself if I ever really hope to understand and be able to capitalize on that experience. MILLERCOORS Josh Wexelbaum, Senior Manager, Digital Marketing Dilini Fernando, Digital Innovation & Marketing Manager “Our shoppers are doing [omnichannel], so I better be doing it myself if I ever really hope to understand and be able to capitalize on that experience.” Josh Wexelbaum
- 64. WHO’S WHO INDIGITAL SHOPPER MARKETING & E-COMMERCE64 SHOPPER MARKETING MAY 2015 n Dan Seymour, Director, NA Retail/Shopper Marketing Seymour manages the U.S./Canada retail trade and shopper marketing func- tions at Dell. His team delivers shop- per insights-driven marketing plans, designed to deliver incremental share gains for their retail partners. DR PEPPER SNAPPLE GROUP INC. n Stacey Schultz, Manager of Integrated Content, Snapple and Motts n Robert Stone, Director of Integrated and Emerging Media Stone is responsible for the strategic development of integrated media plans for brands including 7UP, Canada Dry, Motts and Snapple. He leads an internal team and agency partners in the development and execution of consumer and shopper programs. E ENERGIZER PERSONAL CARE n Chris Greene, Director, Club Channel & E-Commerce Strategy F FOOD LION n Justin Baynton, Manager of Digital and Interactive Marketing Baynton is in charge of strategic development and implementation of the digital marketing roadmap that encom- passes Web, mobile, social and cross- channel media platforms. n Keith Nicks, Director of Customer Loyalty and Retail Marketing n Brian Tilzer, Chief Digital Officer Tilzer oversees digital operations and om- nichannel customer experience across CVS Health’s retail pharmacy, pharmacy benefits management and Minute Clinic businesses. D DELL INC. n Lori Pennington, Manager, Shopper Marketing Pennington has devel- oped strong retailer relationships and con- tinues to build best practices for Dell’s shopper marketing organization while driving U.S. retail marketing strategies using insights, analytics, marketing planning and development. G GENERAL MILLS INC. n Brian Kittelson, Director of Integrated Shopper Marketing Kittelson leads a team tasked with building insights-based strate- gies designed to grow brands and categories. n Matt Pierre, E-Commerce Director See profile on page 66. GEORGIA-PACIFIC n Cindy Butler, Senior Manager, Scale Digital Marketing Butler specializes in digital and tradi- tional brand marketing management in the franchise, cooperative and du- rable goods industries. just about “digital shopper marketing,” but how we best market to our shoppers in this evolving, digital era. Shoppers are still influenced both offline and online. Whether someone is shopping online or in a brick-and-mortar store, we’ve seen firsthandhowwemarkettothemdigital- ly can drive purchase and sales, whether through digital ads and digital coupons or through our e-commerce product in- formation, reviews and content. As a re- sult, executing effective digital shopper programs and e-commerce content has become a key part of our shopper mar- keting discipline. Please describe your current role and a little bit about Nestle’s digital initiative. WALKER: I’m the shopper engagement strategist in our category and shopper center of excellence (COE) that provides thought leadership, best practices and enablers that drive effective activation in the marketplace. My role helps drive effective shopper activation for Nestle USA’s 30-plus brands, and there’s an element of digital in all my areas of focus. The organization looks to our COE and my role to be a resource for driving digital capabilities (in rela- tion to our shoppers and retailers) and effective digital shopper activation. At our Nestle S.A. headquarters in Vevey, Switzerland, we have a digital acceleration team focused on the fast- evolving digital and social world. We have a Silicon Val- ley innovation outpost engaging with major technol- ogy corporations and looking for pioneers among the thousands of small technology startups, and we also have a digital center of excellence focused on digital brand strategy and consumer engagement. What digital devices do you use most often, and how much of an omnichannel shopper are you? WALKER: As a working mom, I use my iPhone to con- nect, plan, organize and shop. I’m definitely an om- nichannel shopper. I shop more and buy more when there’s a connected, easy and personalized shopping experience. But it’s important to go beyond our own experiences. Engage with the digital tools and aids your shoppers are utilizing and try shopping at the retailers where they shop. We need to put ourselves in our shoppers’ shoes because understanding what they will experience is one of the quickest ways to assess what digital tools and aids may be most ef- fective. NESTLE USA Linsey Walker, Shopper Engagement Strategist Photo by Chris Bohnhoff While singing and performing have been passions of hers since early childhood, Linsey Walker set aside any plans to study music in college and focused instead on business administration with a concentration in market- ing. And while her love of music has stayed with her – sheevenbelongedtotheNestlechoirwhensheworked at the company’s Glendale, California, headquarters – it never went beyond a beloved hobby. Yet she does see correlations between her love of music and her work today, particularly in terms of chan- neling her creativity and telling a story. Throughout her 15-year career at Nestle USA, Walker has had experience in account management, business development, and retail sales and management. When Nestle started developing its shopper market- ing organization, Walker became the first shopper mar- keter in the field for one of the manufacturer’s national retailers. The retailer was executing a number of pro- gressive digital activations, enabling her to experience effective digital shopper marketing programs firsthand. Walker moved into her current role as shopper en- gagement strategist three years ago, immediately tasked with focusing on digital, and specifically on how Nestle USA can utilize digital to engage with its shoppers. She recently answered the following ques- tions about her journey in this field: How has the shopper marketing discipline evolved at Nestle USA? WALKER: Before we had specific shopper marketing roles, many were already partnering with retailers to execute ef- fectivepre-storeandin-storemarketingactivations.About six years ago, the discipline really started to develop. We now have a large shopper community with resources across the country. Our shopper marketers focus on build- ingourbrandsbyeffectivelyengagingshoppersalongthe pathtopurchase,usingdigitalasakeywaytodrivetheen- gagement and ultimately trigger purchase. We challenge our shopper marketers to be the digital shopper experts for their respective brands and retailer partners. And how have digital shopper marketing and e-commerce become increasingly important parts of the solution? WALKER: Our shoppers live in a digital world. It’s not “We challenge our shopper marketers to be the digital shopper experts for their respective brands and retailer partners.”
- 65. www.gfk.com EXPERTS IN SHOPPER ANDRETAIL TRENDS As thought leaders in our industry, we have a deep understanding of consumer experiences and choices. We identify developing trends all over the world and deliver globally with vital insights into local markets in 100 countries. We help you look ahead to understand the purchase journeys of tomorrow. How will shoppers select channels, plan, shop and buy? We turn research into smart business solutions. And enable you to create winning strategies to enrich consumers’ lives. Growth from Knowledge
- 66. WHO’S WHO INDIGITAL SHOPPER MARKETING & E-COMMERCE66 SHOPPER MARKETING MAY 2015 Matt Pierre started his career at General Mills going down his intended path of finance. A few years into his now 25-year tenure, though, the opportunity arose for him to take a cross-functional broadening assignment in marketing. That was in the mid-1990s, and he’s never looked back. Following several years in brand management and then taking a brief hiatus to earn his MBA from North- western’s Kellogg School of Management, Pierre re- turned to the company to continue his work in market- ing. That morphed into channel development work, a five-year stint in shopper marketing and to where he sits today, leading the manufacturer’s e-commerce team for the past three years. Pierre says his strong analytical skills have proved their worth on the brand side as well as on the e-com- merce side of the business. He says developing a large CPG company’s e-commerce capabilities requires him to wear many hats. “It’s not a bolt-on capability but more about reimagining how you’re going to go to market across your customer base, and it’s starting to shift the entire organization,” he says. Pierre recently took time out to discuss what he’s do- ing on the e-commerce front and answer the following questions: How was e-commerce introduced at General Mills and how has it developed throughout the organization? PIERRE: Our e-commerce centralized devel- opment team was formally created about two and a half years ago. Just like the space, we’ve moved quickly by dramatically accelerating the size of the team and the scope in terms of the customer teams we’re partnering with as well as building out our capabilities. But we have a long way to go. It’s less about us selling products directly to con- sumers and more about partnering with our retailer counterparts to help optimize our business with them. A big part of how we want to add value into this eco- system with retailers is on the category management front. We’ve spent a lot of time building insights, learn- ings and capabilities on that end to help partner with retailers. Please explain your specific role and the function of your team. PIERRE: I lead our e-commerce development team, which is responsible for driving the com- pany’s overall e-commerce strategy, building out our digital shelf/category management expertise and partnership with customers as well as our understanding of e-commerce-en- abled shopper marketing, and then working on all the corresponding capabilities that need to come with doing all of those things well. We’re kind of the center of excellence to build learning plans and help consult our customer- level shopper marketing teams. As their cus- tomers move online, we help pinpoint areas they need to think about to build a plan that works as well in-store as it does online. Can you share a recent example of the e-commerce team’s work that stands out? PIERRE: The big area we’ve been able to gain a lot of traction in is in partnering across a wide number of retailers and helping influence them as they set up their digital shelves. How retail- erssetupcategorizationandsubcategorization in these categories is really going to influence shoppers’ experiences. We see that as a key emerging discipline and need on the category management front. In a relatively new area such as this, are the misses in some ways almost as valuable to the overall mission as the big hits? PIERRE: Our philosophy is this is such a new and un- charted territory that if we’re not making mistakes, we’re not moving fast enough. There are a lot of shiny shopper marketing tools in this area and you have to be insightful as to what the shopper path to purchase looks like and which of these tools are going to enable us to have the right conversation with that shopper. The biggest hardship in all of this is trying to integrate it across our teams and across the retailer. E-commerce is a team sport and it requires an awful lot of coordination across silos in order to get things done in a meaningful, well-connected way. What digital devices do you use most often, and how much of an omnichannel shopper are you? PIERRE: I’m always connected, whether on my smart- phone, a tablet or my laptop. Probably 50% of all of my family’s purchases are online now. Not everything is perfect yet, so there are some compensating behaviors that as a consumer or shopper you have to overcome, but once you get comfortable with it, you see the con- venience in it and at times the ability to not only save money but also find things to which we wouldn’t nor- mally have access. GENERAL MILLS Matt Pierre, Director of E-Commerce “A big part of how we want to add value into this ecosystem with retailers is on the category management front.” THE HERSHEY CO. n Denise Vivas, Director, E-Commerce Vivas’ role is focused around developing the online demand creation model for the digitally con- nected consumer, developing a rel- evant portfolio for this consumer and building capabilities and knowledge required to win in this new frontier. THE HOME DEPOT n Dave Abbott, Vice President, Online Marketing HORMEL FOODS CORP. n Scott M. Weisenbeck, Marketing Director, Hormel Brand and Integrated Marketing Weisenbeck oversees marketing strategy and execution for the Hormel brand and is responsible for integrating and align- ing marketing efforts for more than 15 Hormel-branded products across mul- tiple divisions within Hormel Foods. J JOHNSON & JOHNSON n Sri Rajagopalan, Vice President, E-Commerce, Consumer Division Rajagopalan just ar- rived from Frito-Lay to take strategic ownership of digital sales growth for J&J’s consumer divi- sion including merchandising and sell- ing strategies to enable e-commerce customer collaboration and growth. n Carl Wille, Senior Director, Sales Operations Wille leads four departments within sales ops, including data and analyt- ics, communication and administra- tion, training, development and entry-level recruiting, and traditional sales operations. GSK CONSUMER HEALTHCARE n Jason Herman, Director, Integrated Marketing Communications & Innovation Herman joined GSK through the manufacturer’s acquisi- tion of Novartis earlier this year. He manages operations and capability building throughout the marketing organization, including digital, media, consumer promotions and agency relations. n JoAnn McCormack, Senior Digital Strategy Manager H HEINEKEN USA n Haley Rubin, Digital Commercial Marketing Excellence K KELLOGG CO. n Dan Cooke, Global Lead, E-Commerce Cooke leads e- commerce and digital shopper activation by setting the strategy and managing the P&L for the chan- nel. His team also leads the develop- ment and curation of content for display on the digital shelf, designed to engage, motivate and convert shoppers for Kellogg’s vast portfolio of brands. n Mark Lundquist, Manager, Digital Strategy Lundquist consults on digital strategy with both brand and shop- per marketing within the Kellogg organization. Photo by Chris Bohnhoff
- 67. MAY 2015 SHOPPERMARKETING WHO’S WHO IN DIGITAL SHOPPER MARKETING & E-COMMERCE 67 AN INDEX OF IN-STORE TACTICS USED BY LEADING RETAILERS RECEPTIVITY GUIDE THERETAILER A SUPPLEMENT TO:IN COLLABORATION WITH: APP NOW AVAILABLE! Available for download on your mobile device in iTunes and Google Play stores. Search for ‘Shopper Marketing magazine.’ in alignment with local and global business objectives. MATTEL INC. n Hadi Abrishamchian, Manager, Global E-Commerce Sales Activation Abrishamchian is responsible for multi- channel global sales activation for Mattel and Fisher-Price brands, utiliz- ing innovative thought and results leadership coupled with a growth- hacker approach to amplify programs, scale across the globe and unlock new capabilities. MEIJER INC. n Renee Appert, Director of Brand Development Appert guides busi- ness-changing brand and creative strategy into campaign integration across on- line, offline and in-store media. n Brad Hileman, Director of Digital, Creative and Brand Development Hileman leads strategy, content and creative across social media, Web, e- mail, mobile, search and other digital touchpoints, driving alignment across multiple business areas and digital programs to ensure consistent brand and user experience. MEYER CORP. n Jason Marrone, Senior Director of E-Business Marrone leads Meyer’s e-commerce strategy and tactical execution. His teams are focused on the retailer’s brand sites, as well as analyzing prod- uct placement, brand portfolio and content integrity across its network of online retailers in order to build and protect brand equity and accelerate online and offline sales. n Kevin Sidell, Senior Manager, Digital Strategy Sidell provides strategic guidance for brand and shopper marketing teams designed to motivate consum- ers and shoppers to select Kellogg brands along the path to purchase. KIMBERLY-CLARK n Gabe Mattingly, Senior Brand Manager, E-Commerce n Meg Way Edgin, Global Director, Integrated Media IQ and Platforms Edgin is responsible for raising the integrated media IQ of Kimberly-Clark’s global brand builders, global social media and agile marketing lead. She is a leader in driving always-on capability and experience across a consumer’s journey and path to purchase. KRAFT FOODS GROUP INC. n Rashmi Patel, Director of Data and Brand Strategy n Bob Rupczynski, Vice President, Media, Data, CRM THE KROGER CO. n Matt Thompson, Director, Digital and E-Commerce L LG ELECTRONICS n Chris Ray, Director, Digital Marketing L’OREAL n Vivianna Blanch, Vice President E-Commerce, Marketing and Digital Strategy, Active Cosmetics Division Blanch is responsible for all e-commerce and e-tailer sales for the active cosmet- ics division at L’Oreal USA. In addition, she leads all digital marketing, media, mobile and technology programs. n Rachel Weiss, Vice President, Digital Innovation, Content & New Ventures LOWE’S n Thomas McMillan Jr., Commerce Director, LowesForPros.com McMillan holds an e-commerce gen- eral management role leading online merchandising, digital marketing, online promotions, search and tax- onomy, operations, production and product ownership. M MARS CHOCOLATE n Amanda Zaky, Senior Manager, Interactive Zaky leads the six U.S. chocolate brands’ digital media and social mar- keting strategies, providing thought leadership, leveraging consumer in- sights, media research and overall in- tegrated marketing planning process,
- 68. WHO’S WHO INDIGITAL SHOPPER MARKETING & E-COMMERCE68 SHOPPER MARKETING MAY 2015 MOTOROLA MOBILITY n Barbara Liss, Senior Director, Social Media N NBC UNIVERSAL STUDIOS n Joe Eibert, Vice President, Digital Marketing NESTLE PURINA n Linda Hervatin, Director, Shopper Marketing Hervatin leads a team focused on under- standing emerging shopper trends and technology and identifying new opportunities to influ- ence the pet shopper’s behavior. n Tanner Hobin, Digital Shopper Marketing Manager Leads the digital shop- per landscape assess- ment, research and identification of key insights necessary to inform retail digital strategies and initiatives. NESTLE USA n Linsey Walker, Shopper Engagement Strategist See profile on page 64. NEWELL RUBBERMAID n Eric Long, Director, Global E-Commerce Experience & Operations Long leads a team of 30-plus mem- bers who are collectively responsible for e-commerce product manage- ment, front-end product design and development, and operations. MILLERCOORS n Sherry Courtney, Digital Marketing Manager n Dilini Fernando, Digital Innovation & Marketing Manager See profile on page 63. n Brian Pokorny, Senior Manager, Digital and Media n Emily Smith, Digital and Social Marketing Manager n Brittany Tall, Manager, Media and Digital n Josh Wexelbaum, Senior Manager, Digital Marketing See profile on page 63. MONDELEZ INTERNATIONAL n B. Bonin Bough, Vice President, Global Media & Consumer Engagement Bough oversees the manufacturer’s digital, print, TV and out-of-home media globally. P PEPSICO n Ashwin Nathan, Senior Director, Digital, E-Commerce and D3 Studios Nathan leads digital, CRM, e-commerce and the in-house digital agency for Frito-Lay. n Elena Parlatore, Senior Manager, Quaker Digital & Social Parlatore leads Quaker’s strategy and planning across paid, owned and earned digital platforms including display, video, social, website, mobile, e-commerce, CRM and measurement. n Marisa Perez, Senior Director, Shopper Marketing, Digital Conversion & Program Activation n Jason Thalappillil, Director, Digital Engagement Group, Digital Strategy & Content Susan Wassel has always been a writer, starting with her middle school newspapers and continuing through col- lege, where she earned a journalism degree. Those core competencies of a journalist – natural curiosity, dogged inquisitiveness, competitive spirit – all closely relate to her current role. “When you think about the burst of digital in the early 2000s, it really took a keen eye for companies that were early adopters in this space to recognize where that might be headed,” says Wassel, Tyson Foods’ new direc- tor of digital engagement. “To take hold of it and deliver it to the organization to ultimately build out as a prac- tice – those skills played a role in my ability to do that.” She joined Tyson shortly after last year’s $8.55 bil- lion acquisition of Hillshire Brands. Prior to that, Wassel spent eight years with Newell Rubbermaid, where she says the claim to fame in digital was the Sharpie brand. “Sharpie in the social space grew to have quite a fan presence, and it was sort of the beginning of my foray into digital,” she says. “That expanded beyond the so- cial realm into digital strategy and more.” Now just a few months into her current role, Wassel and her team support Tyson’s shopper marketing group as part of a shared-services model. “We work closely with them in terms of developing not only the broad digital strategies and campaigns for the brands, but also helping deliver shopper strategy and activation as part of the customer relationships,” she says. Wassel recently took time out to answer the following questions about her work in the digital sphere: With the organizational flux following the merger, where does digital at Tyson stand today? WASSEL: As is the nature with all things digital, change is very rapid and in order to be first-movers in digital, we need to better enable an infrastructure that’s go- ing to make that possible. The digital practice prior to my arrival didn’t exist; it was more of a brand market- ing career capability. We now have a digital stake in the ground and are building out a team to help drive focus within the organization. That said, Tyson has had some wins in the digital space and learnings we’ll build from, but our ultimate goal is to create an infrastructure that will enable us to lead with a digi- tal-first mindset. How are you establishing that mindset? WASSEL: My approach to digital is putting the con- sumer first. From the very early stages of digital, I saw first-hand the benefit of making connections with the people who buy your brands. That’s the mindset I bring to the Tyson table and something I want to elevate as we move into digital strategic planning. Describe some of the specific goals of your team. WASSEL: My team’s goal is to serve up more personal- ized, contextually relevant messages and experiences. The ability to speak to people almost on a one-to-one basis has become increasingly possible. We’re moving aggressively to make sure we have what we need to do that. We’re also working to further develop Big Data modeling and what that means to us in terms of deliv- ering engaging, relevant and meaningful experiences. Another focus is on content strategy to create both effective and efficient content at scale and, finally, forging new opportunities with people who shop our brands through mobile. We know it’s a big opportunity and we’re aggressively moving in that direction – and shifting dollars to reflect that. How can CPG brands better engage consumers along the digital path to purchase? WASSEL: As we shift from the idea of the consumer de- cision journey to a consumer engagement journey, the focus then shifts from this idea of transaction to the re- lationship. Engagement is another key strategic pillar that I’m delivering and putting forward for Tyson. While I don’t have any examples to share just yet, we’re mov- ing quickly into the summer and back-to-school season, when you’ll see programming from Tyson that elevates engagement in an innovative way. How does your previous digital experience apply to what you’re trying to achieve at Tyson? WASSEL: It’s sort of an aggregate of having a seat at the marketing table for many years and influencing not only digital in silo, but digital as part of the full ecosys- tem that crosses multiple touchpoints. A lot of com- panies think of digital as a unique area of focus. That’s important now as more companies are shifting focus, but ultimately digital permeates all communication and needs to be thought of holistically. Photo by Brian Morrison TYSON FOODS Susan Wassel, Director of Digital Engagement “Our ultimate goal is to create an infrastructure that will enable us to lead with a digital-first mindset.”
- 70. WHO’S WHO INDIGITAL SHOPPER MARKETING & E-COMMERCE70 SHOPPER MARKETING MAY 2015 S SC JOHNSON & SON n Nicole Abramson, Shopper Marketing Manager Abramson, a member of the manufacturer’s e-commerce project team last year, oversees shopper marketing for all SC Johnson brands at Target, as well as Mrs. Meyers and Caldrea brands at Whole Foods and the naturals channel. SEVENTH GENERATION n Reid Greenberg, Director, Consumer Engagement & Direct-to-Consumer Greenberg heads up the manufacturer’s consumer, creative, PR and digital teams, leading the development of strategy and execution for digital mar- keting and operations and overseeing the brand’s consumer conversation and engagement ecosystem, social media, direct-response programs, e-commerce mobile initiatives, cre- ative team and the consumer care program. STARBUCKS n Kristina Salcido Roach, Shopper Marketing Manager Salcido Roach is re- sponsible for develop- ing and executing insights-based strategies and shop- per-centric programs to drive mean- ingful sales for Starbucks brands at Albertsons Safeway. Her role includes joint-business planning, partnership development with retailer and affin- ity brands, budget ownership and agency management. T TARGET CORP. n Lori O’Neal, Senior Group Manager, Digital Marketing See profile on page 20. n David Peterson, Director, Digital Vendor Marketing Peterson’s team col- laborates with vendor and brand partners to design, plan, execute and measure digital and omnichannel marketing/ ad campaigns across all of Target’s digital channels. TIME INC. n Christine Austin, Director, Customer Marketing TYSON FOODS n Susan Wassel, Director, Digital Engagement See profile on page 68. U UBISOFT n Paul Audino, Senior Shopper Marketing Manager n Cathy Ellis, Senior Sales Strategy and Integration Manager, Digital and Online Ellis’ role for the video game manufac- turer is focused on defining strategies and developing programs, partner- ships and capabilities along the digital path to purchase. UNILEVER n DougStraton,Digital E-Commerce,NA CenterofExcellence, MarketingtoShoppers Straton manages a team tasked with implementing Unilever’s global and North American e-commerce pure play and brick-and-mortar multi- channel strategy. W WAKEFERN FOOD CORP. n Donna Zambo, Director, Digital Commerce & Innovation Zambo oversees Wake- fern’s e-commerce, mobile and digital initiatives, including the Price Plus insights program. WALGREENS n Meghna Agarwal, Digital Marketing Manager, Retail n Mark Angeloni, Senior Manager, Digital Promotional Planning Angeloni and his team manage promotional strategy, planning, execution and ana- lytics for Walgreens’ digital properties. n Adam Garcia, Director of Digital Marketing n Adam Kmiec, Senior Director, Mobile, Social and Content Marketing Kmiec leads the enter- prise strategy for how the retailer connects with customers across mobile and social by making the content more personal, relevant and precise. n Cherise Ordlock, Senior Director, Digital Planning and Analysis Ordlock develops and drives short-, medium- and long-term digital initiatives for the retail, omnichannel and photo digital businesses across all functional areas – from developing strategies to fore- casting and assessing financial impact, to managing day-to-day execution, promotional planning and analysis. PERNOD RICARD n Tim Murphy, Vice President, Marketing, Absolut Vodka, Beefeater Gin, Plymouth Gin, Fris Vodka Murphy oversees advertising, media, product innovation, insights, online marketing, public relations, consumer promotions, multi-cultural activity and customer marketing for the U.S. market. PFIZER CONSUMER HEALTHCARE n Bryan Chupp, Director of Digital Marketing Chupp leads the manufacturer’s U.S. digital marketing team that builds and executes digital strate- gies and tactics for Pfizer consumer brands. The team is also responsible for digital capabilities that cut across the brand portfolio. PRICE CHOPPER n Heidi Reale, Director of Shopper and Digital Marketing Reale collaborates with the retailer’s business intelligence, merchan- dising, loyalty marketing and CPG partners to identify emerging shopper trends and opportunities to drive the development of programs. PROCTER & GAMBLE n Kristen Haun, Associate Director, E-Commerce Marketing n David Mullaly, P&G Marketing Manager, Walmart and Walmart.com Mullaly manages marketing across the manufacturer’s full portfolio of brands at Walmart.com. His responsibilities include media, CRM, content and om- nichannel activations. R RB n Sam Gagliardi, Vice President, E-Commerce Gagliardi manages a team responsible for creating new growth opportunities for RB by leading a more integrated shopping experience online and across channels. n Taryn Mitchell, Global Vice President, Sales, Digital Channel Mitchell’s duties in- clude creating strategy and driving execution to flow shoppers through the path to purchase with conversion at the most convenient point for each individual. n Tyler Sheriff, Team Leader, Amazon.com n Zach West, Manager, Mobile, Social and Content Marketing WALMART STORES INC. n Andrea Cadelli, Senior Manager, Digital Marketing and MRM, Sam’s Club n Dawn Deal, Senior Director, Marketing, Media n Mark Williamson, Director, Digital Activation & Online Media Program WD-40 CO. n Paige Perdue, Director, Digital Marketing Perdue is responsible for developing and executing social media strategy, including evaluating, planning, orga- nizing, managing, monitoring, mea- suring and contributing to all social media channels. WHIRLPOOL CORP. n Colette Matthews, Global Marketing Director, Connectivity and Smart Home In a role she began in March, Mat- thews is responsible for consumer experience for connected appliances, product and “Internet of Things” strategy, and analytics and data-value creation. WHITEWAVE FOODS n Erin Anderson, Shopper Marketing Manager n Jon Searle, Marketing Manager WORLD KITCHEN n Ken Bausch, Vice President, Global Digital Marketing Bausch leads an inter- active team focused on driving digital engage- ment, digital sales and integrated mar- keting for all World Kitchen brands. n Andy Wang, Digital Marketing Manager Wang heads up digital content strategy for six major brands includ- ing Corelle, Pyrex and CorningWare. He and his team imple- mented a global e-commerce and content platform integrated across eight websites delivering best-in-class digital engagement, social and edito- rial content. WRIGLEY n Amber Arnold, National Account Manager, E-Commerce Arnold is national account manager for Amazon.com, Peapod and Drug- store.com, advising on omnichannel strategies and promotional activity.
- 71. 2 2 804 4 36 7 8 See our point of view on the future and what’s needed to succeed: capregroup.com | 678-443-2280 | info@capregroup.com Is Your Marketing Connected From One Marketing Capability That Increases ROI & Drives Growth. Caprē Group Can Help You Create a Seamless Convergence • Interconnectivity • Holistic Approach BRAND INSIGHTS SHOPPER SHOPPER CUSTOMER ONE MARKETING www.capregroup.com > Downloads Brand to Shopper?
- 72. FEATURE: PROGRAMMATIC72 SHOPPERMARKETING MAY 2015 By Dawn Klingensmith hen Shopper Marketing asked experts to explain programmatic buying/advertising, they offered slightly different definitions ending with a simi- lar flourish: “And it all happens in milliseconds!” To be sure, it takes much longer to describe a program- matic ad buy than it does to conduct one. Luckily, experts patiently and thoroughly brought us up to speed on pro- grammatic advertising, which is expected to account for 48% of total spend this year for online display ads, accord- ing to media value forecaster Magna Global. What is programmatic? Simply put, it’s the auto- mated sale of ad space made possible by technology con- nectingadvertisersandpub- lishers. The technology is used to select appropriate ad placements and transact the sale. The transaction can be entirely automated using an auction-based marketplace (marketplace programmat- ic) or partially automated with humans negotiating the sale (programmatic direct) before technology takes over to process data and attain an appropriate placement, says Tyler Kelly, senior vice president of client development at Centro, a digital advertising software provider. The other key element besides automation is the use of big data to target audiences and optimize campaigns. How does it work? “Programmatic advertising works by using data-driven artificial intelligence to serve relevant digital media to the right person at the right time,” says Debbie Wogan, vice president of national sales, Catalina. And, yes, it all happens in milliseconds. “When you go to a website today, in the 20 milliseconds it takes to load the page, hundreds of decisions are being made by machines to deliver an appropriate ad to you,” says Steve Ustaris, senior vice president of marketing and client strategy at OwnerIQ, a programmatic solution for retailers and brands. The website’s publisher first sends a request for an ad to its ad server, but if none is a good fit for you as de- termined by cookies, geolocation and other factors, the request redirects to the programmatic marketplace via an ad exchange. Oncetheadexchangereceivestherequest–accompanied by the website URL, browser info and ad size – it alerts buyers (represented by machines in the exchange) to this ADVERTISINGADVERTISINGLEARNMORE PROGRAMMATICPROGRAMMATIC Programmatic, one of those buzzwords that’s difficult to explain and even understand, is particularly relevant to the discipline of shopper marketing, say these handful of experts Tyler Kelly W
- 73. MAY 2015 SHOPPERMARKETING FEATURE: PROGRAMMATIC 73 immediate ad opportunity and solicits bids for placement. “Buyers can be large agencies using buying software or an advertising network like OwnerIQ working on behalf of a brand advertiser,” says Ustaris, adding that certain pro- grammatic software overlays additional data at this point, availablethroughthird-partyvendorsordirectpartnerships. With the data at hand, each bidder’s algorithm evaluates the opportunity and decides whether and how much to bid. Then,inaprocesscalledreal-timebidding,orRTB,advertis- erscompetetoservetheadtoyou,theconsumer,submitting creative along with the bid. The winner’s ad is then served. Ad exchanges can be set up as open (all advertisers can participate) or private (publishers invite a handful of select advertisers to bid for their inventory). In summary, the three types of programmatic deals are open marketplace, private marketplace and programmatic direct. Opening an app on a mobile device can set off the same rapid-fire series of events. How is programmatic relevant to the practice of shopper marketing? Browsing and shopping online provides a basis for shopper insights. Consumers’ browsers anonymously and securely record which retailer sites they visit, where and when they visited, and the products they bought or considered. A smart programmatic campaign uses these “digital foot- prints” to buy relevant ad inventory in real time so shopper marketers can reach active shoppers of their retail channels when they are most receptive and at times of purchase intent, says Scott Pearson, account director at DataXu, a programmatic platform provider. In addition, “Programmatic buying offers shopper mar- keters an efficient, data-driven and highly measureable form of local advertising,” says Matt Knust, vice president of shopper marketing at MaxPoint, a digital advertis- ing technology provider. “By using big data to connect a variety of online and offline information, a skilled pro- grammatic advertiser can deliver on campaign goals spe- cific to shopper marketing, such as sending ads only to neighborhoods where a new product is being launched or automatically delivering different ad creative to shoppers depending on their product purchase history.” What are the benefits of programmatic advertising, and how does it fit with other shopper marketing tactics? Although programmatic campaigns can comple- ment existing FSI and di- rect mail efforts, since they are digital they provide marketers with a better op- portunity to “get personal with shoppers, delivering only ads or offers that are relevant to their past pur- chase history – unlike with FSIs,” Wogan says. In addition, program- matic advertising delivers the right content to the right customer at the right time and has the potential afterward to deliver performance metrics on sales lift, inventory levels and engagement metrics so marketers can measure return on ad spend, says Marie Jackson, CMO at Retail Solutions Inc., which measures digital-to-store ROI. According to Knust, additional benefits specific to shop- per marketers include: n Timing a campaign to begin the moment a new product hits an individual store’s shelves. n Offering local pricing based on each store’s current pro- motion. n Pausing advertising around out-of-stock stores. n Aligning advertising with sales momentum and inven- tory so that high-sales and high-volume areas receive optimal campaign support. n Providing valuable store-level performance and con- sumer data for future promotions. Can programmatic help link online advertising to in-store sales? Advanced programmatic advertisers link online advertis- ing to in-store sales “by incorporating both SKU-level point-of-sale and store inventory data from either the brand or a third party, like IRI, into their advertising plat- forms,” Knust says. This client data enables the advertisers to strategically select stores for advertising support based on historical product, brand or category sales success; optimize ad de- livery to areas around local stores based on current inven- tory levels and sales momentum; and measure campaign sales lift by comparing test stores and control stores. Give us an example of how programmatic advertising can be an effective part of a shopper marketing program. A national food brand working with MaxPoint introduced a healthier pasta product knowing that early sales could spell the difference between success and failure. “Instead of putting its advertising and sales on hold until reaching near-completeproductdistribution, thebrandworkedwith us to drive awareness in strategic neighborhoods as soon as the product hit the shelves at nearby stores,” Knust says. The campaign involved test stores and targeted high- income families interested in healthy eating. MaxPoint used hyperlocal insights and store-level sales data to serve rich media ads to target consumers located near stores selling the product. Each ad included the store’s address so that the customer would know where to pick up the pasta. The campaign ran for 41 days and achieved 10% sales lift. What should brands be doing today programmatically to help support their products at retail? Programmatic advertising can strengthen the brand and retailer partnership. By connecting brand advertis- ingtolocaloffersandin-store sales, shelf-aware program- matic campaigns (solutions that marry SKU-level sales data with campaign execu- tion) enable brands and re- tailerstomeasuretheimpact advertising has on product sales at the retailer level. “Brands can then demon- stratehowtheyaresupportingtheirretailpartnersandprove how these efforts boost each store’s sales,” Knust says. What should shopper marketers consider when evaluating programmatic solutions and solutions providers? Finding the right data providers and platforms is critical. CPG companies in particular will want a programmatic technology provider with “deep CPG expertise and expe- rience” and, ideally, “the ability to optimize, target across platforms and provide closed-loop sales effect measure- ment,” Wogan says. “Start by learning about their technol- ogy and asking for case studies.” Make sure partners measure campaign performance, provide transparent reporting to back up their findings and have safeguards in place against fraud, which AdAge in October 2014 called a “systemic problem” in the program- matic ad business due to widespread click fraud and “URL masking” (misrepresentation of URLs to buyers). The programmatic space “is still a bit of a Wild, Wild West, so you need an ethical partner,” Kelly says. Is programmatic inventory lower-quality or remnant inventory? “That couldn’t be further from the truth,” as premi- um inventory is routinely purchased through pro- grammatic channels, says Robert Scheckman, Own- erIQ’s vice president of na- tional shopper marketing. While programmatic does provide a way to mon- etize “leftover” ad space, now that it’s come of age, shopper marketers rely heavily on programmatic to “execute coordinated display, video and rich media campaigns across premium desktop, mobile and tablet inventory,” Knust says. Walmart has entered the programmatic marketplace with its own exchange. What’s the significance of this move? One indication of the move’s significance is Procter & Gamble’s early adoption of the Walmart Exchange (WMX) program since its start in 2012. WMX is of course focused on sell-through at Walmart, and it’s “extremely attractive to any brand that sells SKUs there because of the access to the retailer’s first-party data and the ability to provide sales- level reporting at Walmart,” Scheckman says. Brand marketers benefit because they can buy highly targeted programs, track them to sales at Walmart and them optimize them based on that data. What is the future of programmatic? Again, P&G actions provide some indication: The com- pany announced in 2014 that it would devote 70% of its digital media spend to programmatic. Digital display ads still predominate, but programmatic advertising soon will extend well beyond the digital realm to encompass TV, out-of-home (digital billboards) and even print, with programmatic buying becoming “the de facto standard,” Wogan says. SM Matt Knust Debbie Wogan Robert Scheckman IT ALL HAPPENS IN MILLISECONDS 1. Consumer visits webpage. As the content begins to load, there are still some blank spaces where ads should be — but the consumer will never see them. 2. That’s because the website’s publisher immediately fires off a request for an ad. The request may end up in the programmatic marketplace via an ad exchange. 3. The ad exchange sends out a bid request along with cookie info and other data to help potential bidders (represented by machines and algorithms) assess the opportunity. In some cases, third-party data helps bidders size up this particular consumer. 4. The bidder’s algorithm determines whether and how much to bid. Predesigned (and in some cases customizable) creative is sent with the bid. 5. The winning bidder’s ad fills the empty slot and is served to the consumer.
- 74. 74 SHOPPER MARKETINGMAY 2015 SOCIAL Facebook launched a feature called “product ads” in February, giving advertisers a chance to target Facebook users by highlighting specific products with prices and pho- tos in the ad. It’s a type of ad largely dominated by Google Shopping ads (essentially the slate of product ads that blanket your page when you search for a product name on Google). As Facebook edges into this world, advertisers can promote a few products or an entire catalog. They have the ability to curate the ads as they see fit. The ads target by a Facebook user’s location, listed interests and history of visiting that product website or mobile site. The ads can be spread across online, mobile or tablets. Amazon.com has launched a way for any brand or person to host a sweepstakes to drum up social interest. Called “Amazon Giveaway,” the self-service tool is run through Amazon.com. A user who wants to host a promotion finds an eligible product to give away on Amazon.com and purchases it. At the bottom of the product detail page, there’s a button to designate it as a giveaway item. (The only limit is 50 prizes a day or a value of $5,000). The host can customize how to handle the promotion, shipping, how it’s awarded, etc. They’re also tasked with promoting the giveaway through social channels or the manner they choose. To launch the service, Amazon teamed with participating brands for hundreds of giveaways that can be found on Twitter, Instagram, Facebook, Pinterest and Snapchat under a #amazongiveaway hashtag. 1 Dan Ochwat, on the So-Lo-Mo beat since 2011, served as an editor of Shopper Marketing for nine years. Send comments and So-Lo-Mo news to solomo@p2pi.org. SO-LO-MOCentral A roundup of social, local and mobile marketing activity at retail LOCAL Wisconsin shoppers enrolled in a United Healthcare insurance plan receive a Healthy Savings card and have access to weekly preloaded coupons and discounts for any of the 119 Roundy’s Supermarkets located in their state. The weekly offers can be viewed at www.uhcwihealthysavings.com, which is optimized for mobile phones. The weekly list of offers will be emailed to users so they can access incentives in-store. With UnitedHealthcare being an insurance carrier, there’s an emphasis on healthy foods that are being discounted and are measured by the Guiding Stars nutrition system. Solutran, Milwaukee, powers the digital program. Subway tested a location-based promotion run at 46,000 locations in Canada. Customers who logged into the Subway Wi-Fi received a notification for a free six-inch sub. The coupon could be shown at the register. The idea of using the Wi-Fi system, according to a press release from Subway, is to remove punch cards as a loyalty driver. Anytime a customer enters a store and joins the Wi-Fi, they can receive coupons or offers. Subway teamed with Turnstyle Solu- tions, Toronto. Viggle Inc., New York, and its Viggle en- tertainment rewards app have partnered with inMarket, Venice, California, tapping into the latter’s beacon platform at retail stores. Offers from beacons will be personalized toward a Viggle user’s specific tastes. The app works by rewarding a user whenever he watches TV or 2 3 4 5 1 2 3 4 ...social ads. ...give it away. ...weekly offers. ...digital connection.
- 75. MAY 2015 SHOPPERMARKETING SO-LO-MO CENTRAL 75 MOBILE GSP Inc., Clearwater, Florida, operators of the Accustore intel- ligence platform for retailers, launched an Accustore mobile app to empower field teams to gather data such as market conditions, execu- tion, compliance and competitive pricing. Users can perform surveys and store walks without Wi-Fi; the app stores data to complete tasks offline when necessary. With the goal of helping small businesses build their own mobile apps, Endurance International Group, Burlington, Vermont, part- nered with Netherlands-based technology developer AppMachine to create “Instant App Machine.” A user can build a custom app from a smartphone, tablet or desktop. The tool at AppMachine.com scans company websites and culls information found online to beef up an app, and then users can customize and look through pre-coded building blocks built into the tool. Once the app is finished and a user publishes it, they then pay the developers. There are different levels of monthly payments based on the level of features, such as design features and even analytics. listens to music. The person “checks in” over the app by selecting a show or song, and the app listens for it to confirm. Points increase while the show plays. Users stock up on points and redeem for gift cards at retailers like Best Buy and Gap. Specialty pet retailer Pet- Sense teamed with Shopatron, San Luis Obispo, California, to implement an inventory lookup and analytics tool into its e-com- merce site that enables the retailer to see what items were searched for at what locations, thereby helping to inform merchandising in the store. Shopatron can also manage fulfillment options over the site such as same-day pickup, in-store pickup, in-store returns and more. According to a press release, the retailer believes a tool like inventory lookup helps it be more omnichannel in bridging online with in-store. While Ace Hardware Corp. offers in-store pickup, the cooperative is testing at-home delivery to homes within five miles of its locations. The company says that 61% of consumers live within five miles of an Ace store. The retailer is piloting Ace Express Delivery in 33 stores in Florida, Illinois, Colorado, Maryland, Texas and Arizona. Customers find products at AceHardware.com, and an Ace store associate delivers the order for a $5 fee. Same-day delivery for a hardware store is especially crucial because often consumers find it frustrating when working on a project and realize they’re missing an item, or maybe they can’t fit certain materials into their car. 6 7 8 9 5 6 7 8 9 ...beacon-driven offers. ...inventory tool. ...pilot program. ...help in the field. ...building blocks.
- 76. 76 SHOPPER MARKETINGMAY 2015SPECIAL REPORT grail that folks are striving for,” he says. “Collabo- ration in supply chain and merchandising gives you opportunities to unlock growth.” The major benefits include cost savings, speed to market, fewer people involved, and less waste in the process, says Annette Groenink, group vice president at Menasha. When collaborating with other companies in the supply chain, retailers and CPGs need to be willing to share a certain amount of intellectual property that they traditionally have been guarded about, she says. “People outside your company are going to have different perspectives and views, and those are valuable,” she says. “[The growth in collabora- tion] represents the realization that new products come and go so quickly. If you’re getting hung up on whether you own 100% of the intellectu- al property, and somebody else gets out there quicker, you could lose a distinct advantage while you’re sitting around worrying.” “If the CPG and supplier have multiple people involved and are approaching the problem from different perspectives, you’re going to find ways to eliminate cost and time,” adds Greg Dugan, re- gional vice president for Menasha. John Barnette, vice president for center store merchandising at Food Lion, says he’d be crazy not to work with his business partners around supply chain. “If you’ve got open and honest re- lationships, discipline around the work you do and a collaborative decision process, more often than not, the outcomes are going to be better,” he says. Initiatives “are more fully vetted. When I think about how broad my business is, it’s kind of ridiculous to think about not leveraging that tal- ent. … They’ve got their finger on the pulse of that stuff [in their category] much closer than we do.” CPGs and retailers cannot be complacent, says CPGs, retailers and service providers gain from ongoing strategic partnerships Sponsored by: Why Collaborate Around Supply Chain? SUPPLY CHAIN OPTIMIZATION, PART 1: By Ed Finkel hen consumer packaged goods companies, retailers and suppliers collaborate vertically around supply chain, the collaboration frequently is short-term and tactical. But doing the heavy lifting to create more ongoing, strategic partner- ships has myriad benefits, according to a survey conducted jointly by the Path to Purchase Insti- tute, A.T. Kearney and Menasha. The benefits are being realized in small pock- ets today, but shopper marketers need to impress upon their supply chain colleagues the need to forge such vertical collaborations by pointing out the positive impacts on the bottom line as well as the competitive disadvantage that results if they do not, A.T. Kearney believes. When the concept of collaboration comes up, supply chain and even some shopper marketing personnel often react by saying that they’re al- ready collaborating. Typically, however, this char- acterization is a stretch, according to A.T. Kearney executives. Such partnerships usually amount to “firefighting” because of issues like deliveries com- ing late and products reaching out-of-stock status. When supply chain personnel complain that they don’t have the time or capabilities to go deeper, the best response is to suggest trying a single campaign or initiative as a pilot, gain sup- port from the top and move forward. Commer- cial teams need to realize that their supply chain organizations alone will not capture the benefits, Kearney says, and those outcomes aren’t simply about dollars saved or earned but also about au- thentic deepening of relationships. In more advanced cases, retailers and manufac- turers have integrated their supply chain almost as if the two companies have merged, which brings vastly greater operational efficiencies and speed to market, A.T. Kearney believes. Companies work jointly when determining new products to launch, slotting and assortment, shelf sets, shopper mar- keting campaigns and promotional events. Manufacturers and retailers find themselves at different stages of supply chain collaboration because the buyer-seller relationship creates fric- tion, which leads to inefficiencies and waste, says Arun Kochar, principal at A.T. Kearney. “You are wanting to behave as one company. Don’t treat each other as buyer and seller. That is the holy W Jeff Krepline, vice president of national sales, Menasha. “The ever-changing demands of retail are not letting anybody sit still,” he says. “If you think you’ve got it, you need to re-ground your- self. We’ve all heard about speed to market and late-stage customization – all of that stuff is driving continued need for evolution in the supply chain.” Survey Says … The A.T. Kearney/Menasha survey, which drew 33 responses, revealed five major takeaways: 1. To date, collaboration efforts have not gone as far as most organizations would like. Thirty- eight percent of respondents said they currently pursue a portfolio of mid- to long-term initia- tives, and only 13% are still working toward that end; but only 19% said they already have achieved end-to-end supply chain integration with their partners, while 50% have that in their sights in the next three years (see chart above). Dugan says that while “very few” CPGs and retail- ers have reached that point, he sees it as “kind of the wave of the future. There are a few that will let you inside so you can make an educated decision. The majority still hold suppliers on the outside and give you only what they think you need to know.” Barnette has seen an evolution in the five years he’s been at Food Lion. While some partners seemed more self-serving in his early years, increas- ingly “we’re comfortable that people are bringing to us insights that will help the overall business and are not just self-serving,” he says. “Some folks I like to lean into because I trust them. They’re going to give me the real skinny on the stuff.” Collaborations are still largely around transac- tions and spot opportunities that will have an im- mediate impact, says Joy Peters, partner at A.T. Source: A.T. Kearney/Menasha 2015 Supply Chain Optimization Survey. Multiple selections permitted. Responses might not add up to 100% due to rounding. Which statement best reflects your current and future collaboration vision? Exchanging relevant freight, other SC data Brainstorming ideas with and pursuing SC cost improvement Engaging in discrete short-term joint improvement project Pursuing a portfolio of medium to long-term initiatives Creating an integrated SC with suppliers and customers 25% 13% 19% 25% 38% 13% 19% 50% 0% 0% Currently In 3 Years
- 77. SPECIAL REPORTMAY 2015SHOPPER MARKETING 77 Kearney. “When we look at the 50% who want to get there in three years, that denotes aspira- tion,” he says. “How do we treat two companies as one?” Kearney has worked with a “middle-of-the-pack” CPG food manufacturer that saw limited gains from short-term joint projects with their retail counter- parts. “They said, ‘This is not getting us anywhere,’” Peters says. “We want to have reoccurring, demon- strable improvement in our growth.” Working with A.T. Kearney, the CPG company chose two of its largest and most strategic retail- ers and found “a ton of opportunities in taking out nodes from the supply chain and bypassing distri- bution networks to get their product to the retail- er, avoiding double-handling and finding oppor- tunities in planning more effectively, which means I’m out of stock less often,” Peters says. “Now they’re in a completely different way of working together. There was a relationship transforma- tion, sponsored at the very top, that changed the way they worked together.” 2. The majority of collaboration efforts are initi- ated by one party rather than both. Fifty percent of respondents said their organization had done the initiating, while 33% said collaboration was jointly initiated (see chart above right). Groenink sees an opportunity for third parties to help facilitate these efforts, although “that’s not happening very much.” But Barnette says that from his vantage point, third parties and suppliers were initiating the process more often in the past, while now “this is a very ban- ner-centric process. We’ve scheduled marketing summits to talk about what’s next: ‘Here are some things we’re thinking about, do you want to play?’ … We’re doing much better solving from within.” 3. Collaborative efforts are more likely to be sustainable if they improve the go-to-market proposition of the parties and build trust. Forty percent of survey respondents said improving their go-to-market proposition helped to build a sustainable relationship, while 33% said the same about increased trust and information sharing (see chart below). Barnette sees the go-to-market proposition as the ultimate objective and the others as founda- tional pillars. Krepline notes that go-to-market proposition and building trust feed off of one another. “Speed, accuracy and customization, they’re all going to prove that go-to-market prop- osition,” he says. “But for that you need informa- tion. And information builds trust.” Dugan has found the same thing. “We’re finding that our onsite teams have a much higher degree of collaboration due to the fact that we’re physi- cally working side-by-side with our customers,” he says. “We’re with them and talk to them so much, they’re kind of like co-workers.” A.T. Kearney worked with a distributor and a man- ufacturer in the wine and spirits industry that had a With what other companies does your organization collaborate? Collaborating with … Who initiated the effort? 15% Consultants/ Advisors Competitor 4% Non-Competitive Peer 4% 31% Customer 11% A Third Party/ Intermediary 33% Jointly Initiated by Both Parties 6% Other Organization 50% Your Organization 46% Supplier Source: A.T. Kearney/Menasha Packaging 2015 Supply Chain Collaboration Survey. Multiple selections permitted. Responses might not add up to 100% due to rounding. Increased trust and information sharing Improved go-to-market proposition Equitable value sharing Long-term contractual agreements Others 33% 10% 17% 40% 0% How have the collaboration initiatives you’re engaged in enabled sustainable relationships between organizations? Revenue growth Cost of goods sold (COGS) reduction Working capital reduction Improvement in speed-to-market Others 2.8 2.72.6 3.1 0.0 Rate the importance of the benefits your organization hopes to achieve from B2B collaboration in the next three years? (1: Least Important 5: Most Important) About the Sponsor Menasha is a packaging and merchandising solutions company focused on optimizing the retail supply chain. Menasha collaborates with the world’s leading retailers and consumer packaged goods companies to deliver the greatest measurable value across the entire integrated merchandising supply chain. As market leaders within the in-store merchandising industry, Menasha combines an unmatched understanding of the retail sector with a proven methodology for developing efficient, sustainable offerings to meet customer-specific goals. multi-decade relationship marred by lack of trust. “The CEOs said, ‘We have to do something about this,’” Kochar says. Once both companies received a top-down mandate, they spent about six months building relationships across the chain of com- mand, and for the last two or three years, with trust in place, “the organizations have transitioned from an exchange of relevant data, to starting to pursue broader portfolios of opportunities,” he says. 4. Organizations seek a wide variety of benefits from collaboration, although cost reduction is desired a bit more highly more than others. On a scale of 1 to 5, cost reduction rated an average of 3.1, slightly ahead of revenue growth, improve- ment in speed-to-market and working capital re- duction (see chart below right). 5. The results mostly jibe with these desires, although cost reduction is significantly more frequent than the others. Revenue growth is the next frequently achieved benefit of collaboration, according to the survey, followed by improve- ment in speed-to-market and, somewhat less of- ten, working capital reduction. Dugan finds that revenue growth and improved speed-to-market are the most frequent goals of those with whom he works. Groenink finds it very positive that revenue growth rates highly in the survey. “If revenue growth were the least frequent achievement, that would be sad because that’s what we’re in it for, more value for everybody,” she says. But Barnette says he’s surprised that wasn’t the most important goal. “If you’re asking supply chain and category management people, whose primary responsibility is to negotiate for a lower cost of goods, I get it,” he says. “But if you’re talk- ing to a banner merchant, ultimately they’re look- ing for top-line growth.” Collaborations around reducing the cost of goods are easy to justify because the benefits are tangible and tend to be apparent within a year or two, Kochar says. For example, the spirits com- pany with which A.T. Kearney worked saw hard dollar savings from the joint go-to-market. Growth, on the other hand, “doesn’t happen overnight, and even with an exclusive initiative, like a product launching, there are so many other drivers that could impact growth,” he says. “It’s hard to isolate that the growth is because of this particular initiative. That’s where it becomes a lit- tle harder to justify the effort.” Krepline says measures like working capital reduction, revenue growth and improvement in speed-to-market are well worth considering, but he views them as traditional and looks to “emerg- ing measures” of collaborative success. “For example,” he says, “the execution rate at retail. Are we getting the sales lift that the extra dollars [justify]? How do we know there’s a return on investment for these elements? … All of this is a very broad stroke for the supply chain.” SM NOTE: This is the first installment in a three- part series. Next month, we will address some of the “how-tos” of collaboration, such as selecting partners, identifying key enablers and establishing a benefit-estimation process. In the third installment, we will look at ways to “scale” the effort, decide on key requirements and select from different operating models.
- 78. REPORT: E-COMMERCE INSIGHTS78SHOPPER MARKETING MAY 2015 By Sharon M. Goldman hen launching products in the com- petitive grocery and drugstore space, it is essential for marketers to get things right, beginning but not ending with prominent shelf placement in brick-and-mortar stores. This is especially crucial in the weeks lead- ing up to and following launch. But when it comes to online stores, there are no shelves. Instead, “placement” is determined by how well products rank on retailers’ e-commerce search result pages. Understandably, products that achieve the highest rankings in terms of search are more likely to be chosen by the shopper. “For brands that want to succeed online, 100% of everything you do needs to be dedicated to maintaining brand integrity, increasing findability and feeding the search algo- rithm,” says Brian Cohen, EVP and group director at Catapult eCommerce, Westport, Connecticut. Taking a deep dive into this space, Shopper Mar- keting partnered with Boston-based analytics firm Clavis Insight to examine the online retail environ- ment surrounding the OTC launch of GlaxoSmith- Kline’s Flonase. The goal was to see how Flonase and its competitors fared in terms of search ranking and representation in top online stores by analyzing product content, placement and visibility before, during and after the launch. We asked Clavis Insight to focus on three search terms – “Flonase,” “allergy” and “allergy medicine” – the week before the launch, the day of the launch (Feb. 4) and a week after launch on top sites such as Amazon.com,CVS.com,Drugstore.com,RiteAid.com, Target.com, Walmart.com and Walgreens.com. Clavis focused on two metrics: “share of search” (the percentage of the first page of search results that are occupied by a particular brand) and “search W score” (a measure of a brand’s performance in terms of how high its products ranked on the first page of search results). Flonase’s Limited Assortment Not surprisingly, for the search term “Flonase,” the brand itself won the battle for share of search. It was the only product returned for the term on most of the sites, though several sites, especially Amazon, did return competitive products – perhaps from “ For brands that want to succeed online, 100% of everything you do needs to be dedicated to maintaining brand integrity, increasing findability and feeding the search algorithm.” Brian Cohen, EVP and group director, Catapult eCommerce E-Commerce Insights Examining the online retail environment surrounding the OTC launch of Flonase
- 79. MAY 2015 SHOPPERMARKETING REPORT: E-COMMERCE INSIGHTS 79 those purposely trying to battle the Flonase launch through paid campaigns. But with only two SKUs (60 and 120 sprays), it was difficult for Flonase to win share of search for the general category search terms, “allergy” and “allergy medicine.” Store brands were by far the winners there. On Walmart.com, for example, private label Equate grabbed the lion’s share of positions on the first page of search with a broad range of SKUs. There was a significant amount of volatility in share of search over the three weeks of the study, Clavis notes, most likely influenced by the brand’s availability prior to the launch. Influencing Category Searches It’s essential to reach one of the top five page po- sitions for a search term, Clavis says, because products further down the page are less likely to be selected by shoppers. Naturally, Flonase SKUs topped the search rank table for the search term “Flonase,” taking the first and second slots across most sites. Flonase was challenged in the rankings for the general category search terms. The brand performed relatively well in terms of ranking position for the search term “Allergy” – it achieved top-five positions in a number of stores – but its average rank declined over the three weeks of the study, perhaps because of competitor paid positions. For the search term “allergy medicine,” Flonase didn’t fare as well. The brand appeared on the first search page of only a few retailers and ranked far down the page for most. “It’s the ability to influ- ence category-level site searches that is key,” says Gregory Grudzinski, director of analytics at Catapult eCommerce. “If a consumer searches specifically for Flonase, they can find the product listing. The chal- lenge is the vast majority of shoppers shop by cat- egory – and searching on ‘allergy medication’ returns no Flonase on page one of Walmart.com, CVS.com, Walgreens.com and Amazon.com.” Inventory Issues and More Flonase suffered from inventory availability issues during the study. It wasn’t available for purchase on some key retailer sites on launch day, but it was there a week later. According to Tom Golden, vice president of mar- keting at Clavis Insight, online retailers tend to carry far less inventory with little or no “back room” inven- tory, thus increasing the likelihood of out-of-stocks from even the smallest unexpected surge in demand. However, a key advantage of online is that manu- facturers can track “store level” availability more readily and adjust accordingly, he adds. “Brands that are proactive in monitoring online retailer inventory and sales will quickly gain an advantage over those that take a more passive approach.” Catapult’s Cohen says that the lack of inven- tory at the beginning of the Flonase launch is “an unfortunate miss.” Many of the search algorithms look to inventory positions, among other inputs, when determining search rank. “This is an obstacle many manufacturers face, whether caused by re- tailers’ insistence on carrying less inventory or a OtherNasacortFlonaseZyrtecAllegraBenadrylClaratinStore Brand SEARCH TERM DATE BRAND SHARE ‘allergy’ Jan. 28 Feb. 4 Feb. 11 Jan. 28 Feb. 4 Feb. 11 Jan. 28 Feb. 4 Feb. 11 ‘allergy medicine’ ‘flonase’ 29% 10% 9% 11% 4% 37% 21% 12% 15% 16% 3% 32% 25% 6% 12% 18% 2% 36% 29% 11% 8% 2% 50% 30% 13% 7% 2% 48% 29% 12% 9% 4% 45% 50% 25% 25% 50% 25% 25% 78% 17% 6% Share of Search Sites analyzed: Amazon.com, CVS.com, Drugstore,com, RiteAid.com, Target.com, Walmart.com, Walgreens.com, Costco.com (Feb. 11 only), SamsClub.com (Feb. 11 only) Source: Clavis Insight miscommunication between sales and marketing,” he explains. Conclusion: An Uphill Battle For a new product in a crowded marketplace for allergy medicines, Flonase did relatively well in get- ting onto the first page of search results for key cat- egory search terms in a number of online stores, says Golden. However, its limited assortment – just two SKUs – meant that it was difficult for Flonase to make a significant impact in terms of its share of the search results page. Flonase is always going to be surrounded by competitive brands and products with many more options for the consumer to choose. In general, it’s an uphill battle for branded players on “brick-and-click” platforms at the moment, says Catapult’s Grudzinski. “The site search on most of the sites gives priority treatment to store brands.” In order to have any chance of competing against store brands, an always-on and fully integrated ap- proach is a must – rather than a “pulsed” activation with a clear beginning and end – as evidenced by the Flonase results, says Cohen. “Though activity increased along with product-specific searches, cat- egory search rankings overall were not impacted,” he explains. “This is an important consideration to sustaining long-term success given the vast majority of shoppers use the search bar to navigate the virtual aisles.” For Flonase, the biggest push was set to come after our study was concluded. “GSK indicated the big promotional push behind Flonase was scheduled for mid-February – after this analysis was run,” says Grudzinski. “We expect the promotion will drive Flonase online sales, which in turn will give the brand greater visibility in category-level searches in the weeks to come – ideally coinciding with the timing of consumers entering the market for allergy relief medications.” More and more brands are working to optimize the content and online store presence in order to de- liver better online store search performance, Golden points out. “For brands to continue to win in the online channel, they will need to pay close atten- tion to product availability and be prepared to make ongoing adjustments to content and range.” SM “ Brands need to pay close attention to product availability and be prepared to make ongoing adjustments to content and range.” Tom Golden, vice president of marketing, Clavis Insight
- 80. 80 SHOPPER MARKETINGMAY 2015 ES Robbins How do you effectively display product that is big, bulky, heavy and semi-opaque and may have hundreds of small, sharp spikes on its bottom? Office furniture manufacturer ES Robbins, Muscle Shoals, Alabama, solved that dilemma for its line of foldable chair mats with this well-designed, steel-structured, wheeled floor display. A small circular ele- ment molded into the core design of the product enables each mat to be hung on the arched display arms so that shoppers can easily see and select the mat that’s right for their situation. Kryptonics When it comes to displaying a line of Kryptonics skate- boards, Bravo Sports, Santa Fe Springs, California, has come up with an effective, shopper-friendly corrugated unit that allows for easy removal and easy replacement. This inexpensive unit holds six boards per side while taking up minimal floor space, especially when you consider the actual size of each product. Shakespeare This time your product is approximately 6 feet long, must be almost entirely visible to show each feature, and must be displayed vertically. Those were the issues confronting Pure Fishing Inc., Columbia, South Carolina, as the fishing tackle manufacturer had to create a Shakespeare display for mass market retailers. Behold a simple, weighted corrugated base with pre-positioned holes to hold 12 rods vertically while giv- ing shoppers a 98% complete view of the items. The display makes it easy for shoppers to get an actual feel for the rods and just as easily replace them in the base. RICCI AT RETAIL Joe Ricci is an industry expert in P-O-P merchandising. He is the founder of Beacon Concepts Inc., Surprise, Ariz. Please offer your comments to him at jericci@cox.net. Outside the Box Unique inventory requires creative merchandising 1 www.dot-awards.com Give your competitors a pounding. Enter the Design of theTimes! Celebrating the most effective in-store activations, displays and campaigns, and recognizing their critical role in any successful shopper marketing initiative. ENTRY DEADLINE: JUNE 5, 2015 Sponsored by: 15DOT_ADV_SM05.indd 2 4/8/15 4:07 PM 2 3 1 2 3 ...handle with care. ...hang 12. ...tall order.
- 81. MAY 2015 SHOPPERMARKETING PERSONNEL APPOINTMENTS 81 BRAND MARKETERS Anheuser-Busch InBev, St. Louis Susan Topel has joined the manufacturer as a shopper insights analyst. Diageo, London Susan Scarduzio, formerly of Ferrero, has joined the New York office as a senior manager, consumer planning. E&J Gallo Winery, Modesto, California Jessica Grasso, formerly of IN Marketing, recently accepted the position of shopper marketing manager, Northeast region, based in New York. Kolpin Outdoor Inc., Fox Lake, Wisconsin Kristin Secora, a former shopper marketer at General Mills, has been hired as the all-terrain- vehicle manufacturer’s director of marketing. Kraft Foods Group, Northfield, Illinois The manufacturer has promoted Mark Magnesen, who has been with Kraft since 1991 and most recently served as general manager of the Planters nut brand, to the role of president of its Oscar Mayer brand. Mike’s Hard Lemonade, Chicago Sarah Dabold, formerly of Catapult, has joined the company as a national shopper marketing associate. Mondelez International, Deerfield, Illinois Switzerland-based Udo Kagerbauer has been named the company’s director for global cocoa commodity price risk management, filling the opening created by Scott Amoye’s recent departure after five years leading the Mondelez cocoa business. PepsiCo Inc., Purchase, New York Dominic Manzo, formerly of Energizer, has accepted a position as sales category manager, key accounts. Additionally, PepsiCo’s board of directors recently elected Richard W. Fisher, former president and CEO of the Federal Reserve Bank of Dallas, as an independent member. Pfizer Consumer Healthcare, New York Mohammad Ibrar has been hired as a brand digital content administrator. Polaris Industries, Medina, Minnesota Mark Epsky, former senior manager, integrated and shopper marketing, at Schwan Food Co., is Polaris’ new marketing manager of off-road vehicles. Procter & Gamble, Cincinnati Kristine Decker has been named brand director, North America brand operations, taking responsibility for P&G’s $3 billion media budget. She was previously brand director of the North American pet care business that the company sold to Mars Inc. last year. RETAILERS Ahold USA, Carlisle, Pennsylvania The retailer recently announced that Don Sussman, division president, Stop & Stop New York Metro, will also oversee the Stop & Shop New England division on an interim basis following the departure of Joe Kelley, who resigned as president, Stop & Shop New England division, to pursue other opportunities. Fred’s Inc., Memphis, Tennessee The regional discount retailer made several moves recently, hiring former Walgreens executive Bryan Pugh as chief merchandising and marketing officer, and promoting Craig Barnes to executive vice president of supply chain, global and domestic logistics, and Mike Holligan to executive vice president of store operations. Petland Inc., Chillicothe, Ohio Tony Samples has been hired as vice president of corporate stores to lead Petland’s retail store division and oversee the company’s merchandising and marketing efforts. SOLUTION PROVIDERS Collective Bias, Rogers, Arkansas Dan Vanchieri joins as chief revenue officer to oversee the shopper social media company’s sales teams and revenue strategy development. Coupons.com, Mountain View, California Safeway’s former senior vice president of loyalty Keith Colbourn has joined the company as SVP of retail, reporting to COO and CFO Mir Amir, another former Safeway exec. Additionally, the digital promotions platform also recently hired PK Van Deloo as vice president of customer acquisition, retention & loyalty, and promoted Casan Callaway to VP of operations. Fitch, Columbus, Ohio The retail and brand consultancy has appointed Hermann Behrens to the role of CEO, North America, to lead the business out of a newly established office in New York. Geometry Global, New York Pamela King has joined the agency’s San Francisco office as an associate director, strategy. GfK, New York Kevin Taylor has been promoted to executive vice president of technology, overseeing work for all North America technology clients. Gary Schanzer, who has managed the digital market intelligence team on an interim basis for several months, will now fill that role permanently while also continuing to serve as the shopper and retail strategy team’s managing director. The Integer Group, Denver The agency has appointed Michael Rivera as executive creative director to work out of the Des Moines, Iowa, office. The Marketing Arm, Dallas Me’Cheal Kerski has been promoted to vice president, business operations. Michelman, Cincinnati Ginger Cushing, global sales manager, packaging, has been appointed to the board of directors of the Association of International Metallizers, Coaters and Laminators. Omnia Media, Los Angeles The online video content network has hired Rose Ferraro as senior vice president of sales. ON24, San Francisco The webinar marketing solutions provider has appointed Ken Robinson as chief marketing officer. Piston, San Diego The digital agency has named Jessica D’Elena- Tweed as its new creative director. Platinum Advertising, Trevose, Pennsylvania The agency has hired Edward Beighley to serve as the vice president of retail/event marketing. Prestige Brands, Tarrytown, New York Andrea Bouwman, formerly of Reckitt Benckiser, is now leading the company’s shopper marketing initiatives. Quad/Graphics, Sussex, Wisconsin Jeff Rodgers recently joined the company as marketing communications manager and will be supporting the team at Tempt In-Store Productions in New Berlin, Wisconsin. SGS International, Louisville, Kentucky Former Acosta Mosaic Group president Aidan Tracey recently left his position to take over as CEO of the graphics and printing firm that serves retail and CPG clients. Theory House, Charlotte, North Carolina Blair Bolton has joined the agency team as account coordinator. Trans World Marketing, East Rutherford, New Jersey The company recently added Adam Landman, Ron Craft and Greg Hall to national sales positions, based in East Rutherford; Covington, Kentucky; and North Kingstown, Rhode Island, respectively. U.S. Display Group, Tullahoma, Tennessee Jessica Moore recently joined the P-O-P firm as marketing manager. WIS International, San Diego The retail inventory firm named Jim Rose, former president of marketing services at Crossmark, as its new president and CEO. WSL Strategic Retail, New York Kristine Martinek, formerly of IN Marketing Services, has joined the consultancy as a consultant. Bill White VP Operations and KinterCare Specialist Ok, when can I get my order? You’ll have it tomorrow. Seriously? Hey, everything you need is in stock and ready to ship. Really? That’s amazing. Not at all. That’s just how we do it. 800.323.2389800.323.2389 KINTER.COM 10K DIFFERENT RETAIL DISPLAY PRODUCTS IN STOCK AND READY TO SHIP LOW PRICES | EXPERIENCED SALES CONSULTANTS Want to talk to someone who really knows retail hardware? Our team of experienced KinterCare consultants, including Bill, is among the best in the business. We have what you need, and we look forward to your call. C M Y CM MY CY CMY K Kinter_Coversations_Shopper_Marketing_Jr_Pg_Print_Ad_5-2015_HR.pdf 1 3/27/15 5:19 PM Pleasesendinformationregardingpersonnel appointmentsto:LincWonham,Shopper Marketing,8550W.BrynMawr,Ste.200,Chicago, IL60631oremail:lwonham@p2pi.org Ferraro TraceySamples SussmanFisherBehrens Bolton Vanchieri
- 82. 82 SHOPPER MARKETINGMAY 2015 INSTITUTE STRATEGIST By Patrycja Malinowska Despite widespread concerns that Walmart is cutting back on in-store displays, collaborative merchandising activity is alive and well at the mass merchant. The retailer has been expanding its exclusive product assortment through partnerships with premium brand manufacturers, and this year gave extensive merchandis- ing support to two high-profile launches from Henkel Corp. Walmart in January became the exclusive U.S. retailer of an Ultime line of hair care products from Henkel’s Schwarzkopf. Created in partnership with supermodel Claudia Schiffer, the 72-item line includes care, styling and color products priced between $6.97 and $9.97. The collection launched in Europe in 2014. The products are merchandised in-line, securing a brand block identified with a black header and aisle violators. At launch, the items also earned a dedicated endcap display outfitted with a product video. Co-op advertising support included 15-second re- gional and national TV spots, print ads in magazines including Conde Nast’s Glamour and Hearst Com- munications’ Cosmopolitan, FSIs in Sunday newspapers, display ads on websites including Walmart.com and PopSugar.com, as well as 5- and 15-second video ads on websites such as Hulu.com. In March, Walmart exclusively launched Henkel’s Persil ProClean, a line of premium laundry detergents available in liquid, powder and unit-dose forms and boasting a Pro-Power stain-fighting technology. The Persil brand is widely available in Europe. On store shelves, the detergent is sandwiched between category leader Procter & Gamble’s Tide and lower- priced sister-brand Gain. Persil, priced comparably to Tide, is prominently spotlighted with in-line signage. The new product also gets secondary placement on a dedicated endcap outfitted with side panels and an in- teractive video delivering details on the products’ various formulations. It earned yet another shopper touchpoint via sampling stations. Co-op support for the detergent includes regional and national 30-second TV spots, print ads running in Time Inc.’s All You, and display ads on the retailer’s website. A dedicated website for the line touts its availabil- ity at Walmart. At launch, site visitors could enter a sweepstakes awarding one grand-prize winner with six vouchers for free bottles of the product and a “premium night on the town” comprising gift cards to Nordstrom. com, OpenTable.com and Uber.com. One runner up also got six vouchers. Entry ran March 13 through April 12. The Wall Street Journal characterized the Persil launch as a way to potentially pressure P&G to lower prices on Tide. P&G’s dominant position in the category helps insulate it from pressure to cut prices or take other steps that might give Walmart a bigger edge over competitors; Editorial Index Companies named in the editorial columns of this issue are listed below. Ace Hardware Corp. . . . . . . . . . . . . . 75 Albertsons Safeway . . . . . . . . . . . . . . . 1 Amazon.com . . . . . . . . . . . . . . . . 74, 79 AppMachine . . . . . . . . . . . . . . . . . . . 75 A.T. Kearney . . . . . . . . . . . . . . . . . . . . . 76 Bravo Sports . . . . . . . . . . . . . . . . . . . 80 Caden Consulting Group . . . . . . . . . . . 6 Catalina . . . . . . . . . . . . . . . . . . . . . . . 72 Catapult eCommerce . . . . . . . . . . . . 78 Centro . . . . . . . . . . . . . . . . . . . . . . . . . 72 Clavis Insight . . . . . . . . . . . . . . . . . . . 78 Conde Nast . . . . . . . . . . . . . . . . . . . . 82 Cone Communications . . . . . . . . . . . . . 6 Costco . . . . . . . . . . . . . . . . . . . . . . . . . 10 CVS/pharmacy . . . . . . . . . . . . . . . . . 79 DataXu . . . . . . . . . . . . . . . . . . . . . . . . 73 Drugstore.com . . . . . . . . . . . . . . . . . 79 Endurance International Group . . . . . . . . . . . . . . . . . . . . . . . 75 ES Robbins . . . . . . . . . . . . . . . . . . . . . 80 Facebook . . . . . . . . . . . . . . . . . . . . . . . 74 Food Lion . . . . . . . . . . . . . . . . . . . . . . . 76 General Mills . . . . . . . . . . . . . . . . . 6, 66 GlaxoSmithKline . . . . . . . . . . . . . . . . 78 GSP Inc. . . . . . . . . . . . . . . . . . . . . . . . 75 Hearst Communications . . . . . . . . . 82 Henkel Corp. . . . . . . . . . . . . . . . . . . . 82 Hershey Co. . . . . . . . . . . . . . . . . . . . . 10 Hershey PrintShop . . . . . . . . . . . . . 10 InMarket . . . . . . . . . . . . . . . . . . . . . . . 74 IRI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Kantar Shopcom . . . . . . . . . . . . . . . . . . 6 LG Electronics . . . . . . . . . . . . . . . . . . . 12 Magna Global . . . . . . . . . . . . . . . . . . 72 Mars Agency, The . . . . . . . . . . . . . . . . . 4 MaxPoint . . . . . . . . . . . . . . . . . . . . . . 73 Menasha . . . . . . . . . . . . . . . . . . . . . . . 76 Nestle USA . . . . . . . . . . . . . . . . . . . . 64 MillerCoors . . . . . . . . . . . . . . . . . . . . 63 Nielsen . . . . . . . . . . . . . . . . . . . . . . . . . . 6 News America Marketing . . . . . . . . . . 6 Origin . . . . . . . . . . . . . . . . . . . . . . . . . 10 OwnerIQ . . . . . . . . . . . . . . . . . . . . . 6, 72 Path to Purchase Institute . . . . . 1, 76 PetSense . . . . . . . . . . . . . . . . . . . . . . 75 Procter & Gamble . . . . . . . . . . . . 73, 82 Pure Fishing Inc. . . . . . . . . . . . . . . . 80 RetailNext . . . . . . . . . . . . . . . . . . . . . . . 6 Retail Solutions Inc. . . . . . . . . . . 6, 73 Retail Strategy Partners . . . . . . . . . . . 4 Rite Aid . . . . . . . . . . . . . . . . . . . . . . . . 79 Sam’s Club . . . . . . . . . . . . . . . . . . . . . 10 Shopatron . . . . . . . . . . . . . . . . . . . . . 75 Solutran . . . . . . . . . . . . . . . . . . . . . . . . 74 Strine Printing Co. . . . . . . . . . . . . . . 10 Studio G . . . . . . . . . . . . . . . . . . . . . . . . . 6 Subway . . . . . . . . . . . . . . . . . . . . . . . . . 74 More info at the story noted P&G had effectively raised prices for some Tide varieties last year by reducing the amount of detergent per container. The retailer has been refocusing on lower prices and asking suppliers to provide the lowest costs possible – even at the expense of joint marketing programs – a move Walmart U.S. president and chief executive officer Greg Foran characterized as “business as usual” during an April analyst meeting. It has raised some concern among P-O-P vendors, and the industry is watching Walmart closely. As one provider told the Institute, “the pendulum swings again.” Foran said reducing the number of displays is a way to give store managers more assortment and merchandis- ing authority to ensure localization and ownership, with the overall goal of greatly improving the store experience throughout 2015. “We’ve had too many PDQs, or displays, not allowing associates to merchandise the store – their store – the way they need to for their customer,” Foran said. “We’ve got too much inventory in the back rooms, and our processes are not where we want them to be. And that is causing some undue shrinkage and some out-of-stocks.” In addition to the shopper experience and price lead- ership, Foran listed assortment and access as Walmart’s other two areas of focus. He said the retailer is improv- ing its use of data to help build a customer-relevant as- sortment, especially in terms of fresh, private label and omnichannel. To improve access and convenience the retailer is expanding its grocery home shopping test and better leveraging in-store pickup, as well as fine-tuning its store format strategy and next-generation supply chain. “There are opportunities for us to significantly update and improve things like space allocations, adjacencies, ambience, navigation and flow in both of our formats [Supercenter and Neighborhood Market],” Foran said. “We are working on this now as we are also on the next generation of our supply chain, one that leverages mov- ing pallets with each as one unit and looks at inventory across the entire enterprise.” SM p2pi.org ‘Business as Usual’ at Walmart? Pressure on suppliers to lower costs doesn’t hinder collaborative activity with Henkel Target . . . . . . . . . . . . . . . . . . . . . . . 6, 20 Time Inc. . . . . . . . . . . . . . . . . . . . . . . 82 Turnstyle Solutions . . . . . . . . . . . . . . 74 Tyson Foods . . . . . . . . . . . . . . . . . . . . 68 UltraCreative . . . . . . . . . . . . . . . . . . . . . 6 United Healthcare . . . . . . . . . . . . . . . 74 Viggle Inc. . . . . . . . . . . . . . . . . . . . . . . 74 Vizio . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Walgreens . . . . . . . . . . . . . . . . . . . . . 79 Walmart . . . . . . . . . . . . . . . . . . . . 79, 82 WPP . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Zenith Media . . . . . . . . . . . . . . . . . . . . . 6